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| Title: | 全球資訊(IT)解決方案業者之策略行銷研究
The strategic marketing analysis to the one of the global IT solution vendors - HP co. |
| Authors: | 尤紓敏
Yu ,Su Min |
| Contributors: | 邱志盛
Chiou, Jyh Shen
尤紓敏
Yu ,Su Min |
| Keywords: | 策略行銷研究 |
| Date: | 2010 |
| Issue Date: | 2012-04-12 14:00:21 (UTC+8) |
| Abstract: | 隨著工業與科技的演進,在世界的舞台上,資訊產業是近百年來,除了自身產業誕生了不少世界前五百大（ Fortune Top 500 ) 的公司,也因為資訊科技所帶來的便利,幫助其他不同產業簡化管理複雜度或甚至影響到根本營業運作模式.本個案研究對象- HP ,便是一個其中的代表.
HP是一間創業七十三年,堪稱美國矽谷高科技”車庫”創業文化代表的全球性的資訊科技公司,以醫療儀器起家,但在1999年與其醫療事業做徹底事業體的分割,專注於 IT（Information Technology )資訊應用市場.對於台灣市場,惠普科技（HP ) 於西元1970年在台灣設立分公司,培育與重用台灣本地人才無數,在台灣建立與延續良好的的『惠普風範』（ The HP Way ).並協助台灣許多重大產業的電腦化.例如:支撐高科技製造業國際化背後的資訊重大建設,與電信民營化的資訊骨幹建置.
但是,對於高度競爭的資訊市場, HP自身高度自治的不同事業體之間,加上外來的高階領導人,帶進來一連串的併購策略的資源整合問題,及不同競爭者之間的策略轉變,如：IBM 的策略變革成功與 Dell 追求成本利潤最佳化策略,個案對象的競爭優勢已不復見.本論文主要針對策略行銷方面,主要希望可以探討出：.
一、 兩種不同的資訊市場環境,包含中高端企業應用市場與終端產品市場,面對兩個主要的競爭對手- IBM 與 Dell, HP 競爭力的現況分析與策略行銷面的檢討.
二、 透過五力分析,基本競爭戰略,及 策略行銷 4C 架構分析理論為工具,以筆者多年的經驗與心得,佐以台灣不同產業市場的現況加以佐證,試圖找出策略行銷盲點.並訪談兩個不同產業-電信業與金融業,各為 IBM 與 HP 的指標性客戶的資訊高級主管的訪談整理,給予本個案研究對象- HP 的建議.
本研究結果建議HP應該謹慎評估做企業核心資源的重點取捨,于終端產品市場或中高端企業應用市場.應聚焦在進入障礙較高及替代性低的中高端企業應用市場.並應該積極做企業內部資源整合,尤其是頻繁收購進來以管理軟體及服務諮詢為主解決方案.並將企業形象重槊,加強于資訊專業諮詢服務方面的形象,重新贏得客戶的信賴與認同度.並長期培養屬於自己的專屬資產.
Through out technology and industrial evolution, IT (information technology) industry spawns many of fortune top 500 companies. With convenience it brings, it makes a profound impact on industries worldwide. Information technology not only helps to simplify complexity of management process in other area of business, but also fundamentally changes the core operating method and ways of business in many industries. This article studies one of the leading companies in IT industry - Hewlett-Packard Company
From its legendary founding out of a garage 73 years ago, Hewlett-Packard is widely regarded as the founding member of the Silicon Valley computer industry and an iconic symbol of entrepreneurship of electronics and computer industries. Started with focus on electronic testing and medical equipments, in 1990’s however, HP spin off many business not related to image and information technology.
In Taiwan, HP Taiwan branch was established in 1970’s. Keeping on the tradition of “HP Way”, it incubates and trains many local Taiwanese managers. It involved in computerization of numerous major industries in Taiwan; such as the participation in establishing information bare bone for the Telecom industry during its privatization period. Also being the IT bare-bone for the Semi-conductor industry during the globalization period.
In response to the competitive IT market, HP introduced several high-level management alteration and series of mergers and buyouts. In consequence with the highly self-autonomous business unit structure of HP, integration and utilization of resources becomes an obstacle. On the outside, HP faces challenge from rivals such as IBM that successfully overhauls its corporate strategy from the pure hardware provider to the professional IT consulting solution vendor; and Dell that focus on maximizing profit with cost reduction. The purpose of this article is to investigate the competitiveness and marketing strategy of HP in two different market segments: med to the high-end Enterprise IT consulting market and Client Product market.
This study combines different strategy analytical concepts and applies to different market conditions of various industries in Taiwan. The research methodology is combination of in depth semi structural interviews and quantitative analysis of author’s own in-depth knowledge and the first hand experiences in the field.
This study suggests HP should cautiously review its core corporate competency and resources and focus on med to the high-end Enterprise IT consulting market that has high barrier of entry and few alternatives for substitution. This study further illustrates HP should actively integrate its internal resources; especially tangible and intangible resources related to software management and consultancy services that were acquired from string of mergers, then focus on providing total integrated IT solution.
This study further suggests HP should re-build its corporate image with strong emphasis on IT consultancy service and obtains trust and brand identification from corporate customer in the long term as an exclusive intangible asset and barrier of competition.
第一章 緒論 1
第一節研究的背景 1
第二節研究的目的與範圍 3
第三節研究的方法與流程 7
第二章 文獻探討 9
第一節策略行銷分析 4C 理論 9
第二節基本競爭戰略（Generic Competitive Strategies) 12
第三節五力分析 15
第三章 全球資訊(IT)解決方案業者的回顧與分析 20
第一節中高端企業應用市場與終端產品市場的趨勢 20
第二節HP Way ( 惠普風範 ) 25
第三節資訊業的百年企業- IBM 33
第四節務實精準的後起之秀-Dell 35
第五節HP 現況分析 38
第四章 以策略行銷4C架構分析HP在不同資訊市場的定位. .45
第一節中高端企業級應用市場（IT Consultant Market ) 45
第二節終端級產品市場（Client Product Market ) 57
第三節研究發現 65
第五章 給HP 的建議 68
第一節就企業競爭與策略行銷觀點 68
第二節建議行動方案 72 |
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Wiki. 2011. http://en.wikipedia.org/wiki/Hewlett-Packard |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
98932093
99 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0098932093 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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