從專業化與垂直分工探討山寨手機的產業發展與演進

本研究透過比較PC產業與手機產業，在技術發展可見度、主要市場特性、標準化程度、與價值創造環節等方面的差異，發現台灣大型系統代工業者，試圖複製PC產業的成長軌跡，以進入手機市場的努力，並不可行。反倒是大陸的創業家，以小型新興企業的群體作戰，成功地改變了市場的競爭態勢。本研究進一步比較系統代工業者的垂直整合策略，與山寨手機產業的專業化分工運行模式，以了解兩者成敗的差異因素，並對傳統『外包』作業，提出『尋找最適資源，從事價值創造活動』的新原則，將委外的目的，從『降低成本』提升到『創造價值』。透過山寨手機廠商間，移轉成本不相稱的業務，達到增加總體價值的目的。因為彼此之間從上下游的供需滿足關係，轉換成互補創價及利害與共的關係，廠商間沒有背叛的誘因，不確定風險降低，交易成本不是重要的考慮因素，運作效率接近企業組織內部運作，產業鏈儼然成為一個虛擬組織。然而，山寨手機產業的形成有其特殊的產業環境背景，當環境改變，山寨手機公司必須也尋求改變。本研究認為手機山寨產業具有三項主要的核心競爭力：彈性規模與應變能力，差異化產品創新，與分工、互補、創價的產業結構，建議將山寨手機重新定位為主流市場的『補充型』產品，避開主流廠商的重點市場，在產品類型、需求區隔、通路等方面，尋找可以取得優勢的發展區間，並且利用先佔優勢，建立阻絕障礙。

關鍵字

垂直整合；專業化分工；山寨手機；補充型產品

並列摘要

By comparing PC and mobile phone industry from different perspectives, including technology visibility, major market characteristics, level of standardization, and critical path of value creation, the intention of major large PC ODM companies in Taiwan to replicate their success story in mobile phone industry can be concluded as a failure. On the contrast, there is a different story in China mobile phone market that changes the industry landscape and competitive dynamics by a group of small companies with entrepreneurship. To better understand how different strategies take effect on their approaches, investigation on Taiwanese ODM companies’ vertical integration strategy and China ShanZhai mobile phone companies’ vertical specialization strategy has been carefully reviewed. The present study therefore submits that the purpose of outsourcing should be migrated from cost reduction to value creation. The empirical result shows that ShanZhai companies have successfully increase the total value creation of the industry sector by moving business operation to whom with best knowledge and resources no matter previously viewed as core competencies. The relationship within the supply chain is no more supply-demand relationship; it has been transformed to complementary, value-creating, and inter-dependent. The reduced transaction costs resulted from reduced uncertainty of business relationship lead to high operation efficiency close to that within a corporate. In fact, the Shanzhai industry, in my view point can be treated as a virtual organization. Understanding competitive environment is the key for Shanzhai mobile phone companies to success. While the environment keeps changing, the companies need to change accordingly. The present study summarizes their core competencies, including agility of small organization, creativity on product differentiation, and value-creation from complementary value-chain, to suggest new positioning in mobile phone industry to be “supplementary to mainstream”. The study also suggests ways to build barriers to new entry by proper market selection where preemption advantage can be developed.

並列關鍵字

Vertical Integration ； Specialization ； ShanZhai Mobile Phone ； Supplementary Product

參考文獻

- Aaker, D., (1996), Measuring Brand Equity Across Products and Markets, California Management Review, Vol. 38, No3, p.102-120

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- Chesborough, H. W., Teece, D. J. (1996). When is Virtual Virtuous? Organizing for Innovation. Harvard Business Review, January-February, p. 68-79

- Coase, R. H. (1937). The Nature of the Firm. Economica Vol. 4, p. 386-405

- Krugman, P. (1996). How the Economy Organizes Itself in Space: A Survey of the New Economic Geography. Working Papers 96-04-021, Santa Fe Institute

國際替代計量

從專業化與垂直分工探討山寨手機的產業發展與演進

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