運用資料包絡分析法對主機板產業於準系統市場之策略分析

主機板產業在歷經1997~1999年大幅成長後，已由高獲利產業轉爲成熟產業，進入所謂後PC時代，在競爭激烈的產業環境中，主機板廠商掌握研發與製造的核心競爭力，經由水平整合電腦機殼產業與電源供應器產業，產生新的準系統電腦市場，展開另一場產業的戰爭。本研究旨在運用資料包絡分析法(DEA)之分析架構，探討台灣地區主機板產業之廠商，於後PC時代，對準系統市場之策略型態及經營策略分析，依其經營策略與廠商背景特性不同，提出可行方案與建議。本研究係以八家具生產準系統之主機板廠商爲分析對象，依各公司所公佈之公開財務報表，如：資產負債表、損益表、及現金流量表等數據，作爲DEA之投入與產出項分析資料，經由DEA所分析之結果，歸納出兩個較具影響力之因素，即以公司規模與獲利能力，作爲兩個構面，並將其區分爲四個績效相近的群組：（一）領導者、（二）挑戰者、（三）追隨者、與（四）利基者；據以分析市場與產業之連動關係，建議相關產業之廠商，可以發展品牌形象、開發新的配銷通路、加強專業能力、以及尋求高附加價值的產品等策略。此外，亦針對後續研究提供進一步可探討之方向。

關鍵字

主機板產業；準系統市場；資料包絡分析法；策略分析

並列摘要

After the main-board industry gone through all the growing up by a wide margin in 1997~1999, it has being changed from high profit industry into mature one, entering to so called Post-PC Era. Among the environment of competition aggressive industry, main-board factory owners master the core of competition in research and production. By way of integrating computer shell and power provider industry horizontally it results in new Bare-Bone System computer market and launches separate industry hostility. This research applies the analytic structure of data envelopment analysis (DEA) to probe into the operational patterns and strategic analysis about Bare-Bone System market among Taiwan area's factories in Post-PC Era in order to address feasibility studies and suggestions by according to the varied operating strategies and particularly of factories circumstances. There are 8 factories capable to produce Bare-Bone System to be this research's targets and in accordance with public financial statements such as balance sheets, income statements, and cash flow sheets, etc. These have been used as analysis data of DEA. Consequently, two influential components, ”company scale” and ”profitability” form two dimensions and are used to classify the targeted companies into four groups of similar effects: 1. Leader, 2. Challenger, 3. Follower, and 4. Nichers. Furthermore, based on the analysis, the relationships between market and industry are investigated. It suggests relevant factories to develop brand images, develop new distribution channels, enhance professional abilities, and seek for the strategies of superior value-added products, etc. Moreover, future directions of follow-up researches are provided.