筆記型電腦代工廠商成功關鍵因素與競爭力分析

The Key Success Factors and Analysis of Competition Strategy for Notebook ODM

曾芳祥(Fang-Hsiang Tseng)

指導教授 ： 郭瑞祥

國立臺灣大學/管理學院/高階公共管理組/碩士(2010年)

https://doi.org/10.6342/NTU.2010.10238

摘要

本論文研究的主旨在探討目前筆記型電腦代工廠商的競爭力分析。由於目前筆記型電腦代工廠商遭遇代工利潤越來越低，如何因應此微利及降低經濟變遷所帶來的影響及如何因應因筆記型電腦(NB)的高成長使得代工廠規模持續擴大，對於潛在競爭對手及EMS大廠虎視眈眈欲進入此激烈競爭行列，在進入、退出障礙雙重因素影響下等等如此錯綜複雜考量之下，現有筆記型電腦代工廠如何找出解決辦法及調整策略，除了筆記型電腦代工廠間競爭與品牌筆記型電腦公司的激戰中，合併及策略聯盟(上下游材料廠商垂直整合策略聯盟或互相投資)的動作，一直在持續的進行當中。每一家筆記型電腦代工廠商，都用盡了各種不同的競合策略來爭取及擴大代工廠規模及市佔率以期降低代工成本增加代工利潤。
本研究從探討筆記型電腦代工廠產業關鍵成功因素，同時運用了競合策略，來檢視代工廠與品牌廠商及代工廠彼此之間的競合策略，還有關鍵零組件供應商之間的關係，最後由賽局理論來檢視及印證代工廠在不同構面及環境的賽局策略，獲致以下幾點結論 :
1. 掌握代工廠彼此之間競爭優劣及市場脈動以提升競爭優勢
2. 掌握新進入代工廠(包括大規模的EMS廠)的競爭優劣
3. 掌握市場需求、消費者習慣及創新能力以提升競爭優勢
4. 提供完整及創新營運代工服務(產銷合一)以提升競爭優勢
5. 設計統一及材料標準化，上下游材料廠商策略聯盟以降低材料成本
6. 掌握代工訂單賽局的、進行方式、分類本質策略以提升競爭優勢
7. 競價的方式並非最佳策略
期望經由本研究獲致的結論，對目前筆記型電腦代工廠商提供更多營運、策略的方向，在此高速成長及競爭的環境中，代工廠除了產能的擴充以外更需要提高自身的競爭力，以求提供客戶更有附加價值的服務。藉由各種不同的經營策略，代工廠期望除了產量的成長以外，獲利也能隨之成長。

關鍵字

策略聯盟 ； 競合策略 ； 價值網 ； 賽局 ； 創新.

並列摘要

This thesis aims to analyze the current notebook computer industry with the competitiveness of firms: due to decreasing profit in Notebook(NB) industry, how to respond to and reduce the impact of economic changes and how to respond the continuous scaling ; Considering multiple complex factors such as the potential competitors as well as EMS manufacturers craving the market and the entry/exit barriers built up by the existing notebook computers. How to find a solution and adjustment strategies for current NB ODMs, in addition to competition among ODMs and notebook computer brands in the battle, mergers and strategic alliances (vertical integration of upstream and downstream material manufacturers strategic alliances or co-investment) of action, has been in progress continuously. Every ODM/OEM has exhausted the various competing strategies to fight and expand the scale and market share to reduce the costs and increase profits.
This research discusses the key success factors in NB ODM industry, and adopts a co-competition strategy to review the ODMs and brand manufacturers, as well as the relationship between key components suppliers. Conclusions are made as the following by the game theory to review and verify ODMs in several aspects and game strategies:
1. To grasp the merits of competition among foundries and Marketing Strategy
2. Acquire new entrants' (including large-scale EMS plants') competitive advantages and disadvantages
3. Grasp the notebook computer market and consumer habits, and ability to design the new products of futureInnovative technology capabilities or key components of strategic alliance
4. To provide complete and innovative business manufacturing services (production and marketing in one)
5. Reduce the design and manufacturing costs (economies of scale)
6. Ensure the orders, the game rule, and the essence of the strategy to raise competition advantages
7. Bidding is not always the best game rule
Hopefully through the conclusions in this research, more directions of operation thinking will be provided to the current notebook OEM manufacturers, such as how to use such high-speed growth and competitive environment, ODMs ought to improve their competitiveness in order to seeking to provide customers more value-added services rather than to expand production capacity . With a variety of different business strategies, ODMs shall expect the production growth, which results in profit growth.

並列關鍵字

Strategic Alliances ； co-competition strategy ； Value-Net ； Game theory ； Innovative.

參考文獻

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