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| Title: | 創業策略: 以勀傑科技有限公司為例
Entrepreneurial Strategy: A Case Study of Ke Chieh Tech Limited Company |
| Authors: | 劉伯緯
Liu, Po-Wei |
| Contributors: | 黃國峯
Huang, Kuo-Feng
劉伯緯
Liu, Po-Wei |
| Keywords: | 半導體與電子產業
電子顯微鏡
主動式消磁器
Semiconductor and industry
Electron microscopy
EMI cancelling system |
| Date: | 2024 |
| Issue Date: | 2024-09-04 13:53:03 (UTC+8) |
| Abstract: | 勀傑科技有限公司自 2009 年草創期開始經歷了從生存、成功到擴張的不同
階段，每個階段都有其特定的商業模式、團隊構成以及面臨的挑戰。
草創生存期的商業模式，勀傑科技專注於新產品開發和市場初步探索，商業
模式相對較為簡單，主要通過直接銷售來獲取收入，重點在於產品的技術驗證和
市場的需求確認。
創業團隊：團隊規模較小，成員多為創始人及少數技術和銷售人員。團隊成
員需具備多方面能力，既要處理技術問題，也要關注市場趨勢與銷售業績達成。
進入成功期後的商業模式隨著產品市場認可度的提高和客戶基礎的擴大，勀
傑科技開始聚焦於優化產品、引進代理更多相關產品、拓展銷售渠道和提升客戶
服務質量，商業模式開始多元化，引入更多的收入來源，如售後服務、入門服務
等。
為了持續成長公司就必須進入擴展階段 ，唯有藉由擴大經濟規模或增加產品
品項貨種類才能達到此目標，因此選擇進入中國及東南亞市場是勀傑科技拓展的
策略。
勀傑科技有限公司在經歷了從草創到成功再到擴張的過程中，不斷地調整商
業模式和團隊構成，以適應不同發展階段的需求。未來，公司需要繼續面對和克
服新的挑戰，以實現持續、穩定的增長。
Ke Chieh Tech Limited company since its inception in 2009, has gone through different stages from survival to success to expansion, each with its specific business model, team structure, and challenges faced. The following is a summary of each stage:
The business Model at start up period, KCT focused on new product development and marketing development. The business model was relatively simple, primarily generating revenue through direct sales, focusing on technical validation of products and define the market application and demands.
Move to success phase the business model became to use the products to gain market recog-nition and the customer base expanded, Ke Chieh Tech began to focus on optimizing prod-ucts, introducing more related products, expanding sales channels, and enhancing customer service quality. The business model became more diversified, introducing more sources of revenue, such as after-sales service and introductory services.
The growth strategy in expansion phase the KCT decided to entering China and South East Asia Markets to increase sales volume to reach certen economic scale.
Ke Chieh Tech through its journey from startup to success to expansion, has continually adjusted its business model and team structure to adapt to different developmental stages. In the future, the company will need to continue facing and overcoming any new challenges to achieve sustained, stable growth." |
| Reference: | 1.黃國峯&Impact Hub Taipei（2021）。搞砸無畏-失敗中創造改變的 30 個處方。頁
263。臺北市：早安財經文化。
2.鍾憲瑞（2012）。商業模式：創新與管理。臺灣：前程文化。
3.劉復苓（譯）（2022） 。 商業模式轉型：獲利世代 2 價值創新的 6 大途徑。
臺北市：天下雜誌。（ Patrick Van Der Pijl, Justin Lokitz, Roland Wijnen,2020）
4.黃國峯 （2007）。 相關與非相關多角化：以能力與價值活動為基礎之觀點，TAoM
年會：全球化之管理挑戰。臺北市：國立政治大學。
5.Spicer Consulting 原廠網站資料。取自 https://www.spicerconsulting.com/ |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
111932421 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0111932421 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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| 242101.pdf | | 8146Kb | Adobe PDF | 0 | View/Open |
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