||Traditional office environment equipment, there may be formed on the document divided into two parts: the computer output print file and physical paper copy. Most of the action is to do the print output from the printer, but due to limitations in the body structure and material cost, resulting printed cost is very expensive, so the general office printers use is not widespread, so large before 1980 Office files to copy part of the copier-based. But in the years 1980 to 2000, the rapid development of personal computers together to drive the development of the printer, and a lot of sales and manufacturing significantly reduces the cost of the machine printer toner cartridges and low environmental recharge price, gradually allow output gradually office documents directly output by the printer to do, cause the printer and copier market ups and downs of the markets change. Increasing the amount of office printing, copying amount becomes relatively constant decline.|
2000 began digitizing technology upgrade, digital instruments of production of significant change, the traditional analog copiers via sophisticated development of digital technology, all of the analog copiers into digital copiers, traditional copier manufacturers began to enter the professional export market, and thus gradually invaded the printer market, but also let the market do a third wave of the output file revolution.
When the market segmentation of getting closer, positioning it on behalf of commodities increasingly blurred between various manufacturers gradually to the market price as a competitive strategy, but also to this market as the Red Sea market, so in the current era of meager profit effective management will become the most important management direction to manufacturers, the company expects the case by
BSC and key indicators of factors, combined with strategic planning and execution of the export business unit and individual factors and key indicators for the effective management by objectives do strategy execution management.
Case in Taiwan branch began in 2010 with the key index factors Balanced Scorecard department found ineffective issues arising in the implementation of the planning and execution, in order to understand the case in the planning process of the Balanced Scorecard , producing and post-implementation planning how to really understand the organization and all levels of staff set out the future direction and management of the program in conjunction with the commission target bonus system to motivate all employees, expect the case in Taiwan All personnel branch of the business can do to perform in accordance with the strategic planning of the draw.