1992年第一台IBM ThinkPad Notebook PC (NB)上市開始,國內筆記型電腦產業在經過近二十年的持續成長,已經成為台灣最重要的資訊產業之一,但根據DIGITIMES Research資料,NB在2011年到達2.04億台的出貨高峰後,在2012年下半年開始受到低價平板電腦與智慧型手機的影響而衰退-4.5%至1.95億台,2013年持續受到衝擊更衰退-13%到1.7億台,由此可看出行動裝置對NB的侵蝕持續擴散,過去Wintel陣營仰賴的換機週期法則開始崩壞,在所謂的後PC時代,NB廠商的產品創新與策略規劃更顯重要。 本研究係以質性研究之個案研究法,試圖以觀察個案公司的成長軌跡與過程中所發生的實際事件,找出華碩筆記型電腦的創新成長策略,然後歸納出符合邏輯解釋的華碩筆記型電腦創新成長策略,並據此提出結論。
In 1992 the first IBM ThinkPad Notebook PC (NB) of listing began, Taiwan's notebook computer industry after nearly 20 years of sustained growth, has become the Taiwan information industry is one of the most important, according to DIGITIMES Research data, NB in 2011 after the peak reached 204 million units shipped, but in the second half of 2012 under the influence of cheap tablet computers and smart phones recession-4.5% Reduced to 195 million units in 2013 and decline-13% came to 170 million units, it can be seen the erosion of NB continued proliferation of mobile devices, replacement cycle in the past depends on the Wintel camp rules began to collapse, the so-called post-PC era, NB manufacturer's product innovation and strategic planning is more important. This case study is based on qualitative research methods, tried to observe the Asustek company's growth trajectory in the actual events tried to observe the company's growth trajectory in the actual events, identify innovation growth strategy with NB, finally put together a logical explanation of ASUS NB innovation growth strategy, and make conclusions accordingly.