台灣EMS廠商在大陸的向前整合策略探討- 以H公司為例

Forward integration strategy for Taiwan EMS companies at China– An example of H Company

謝立銅(Li-Tung Hsieh)

指導教授 ： 劉恆逸

元智大學/管理學院/管理碩士在職專班/碩士(2012年)

摘要

1990年後全球電子資訊產業快速變遷，台灣電子產業多數以代工服務為主，不論是ODM、OEM或是EMS這些電子代工業者現今均面臨到獲利能力的考驗。台灣的電子產業在全球電子供應鏈中扮演了舉足輕重的角色，與國際品牌大廠的合作也是相當密切，在EMS產業中的併購與整合事件蓬勃，使這一產業走逐漸向垂直整合的趨勢愈來愈明顯。隨著全球經濟景氣的變化，電子產品的生命週期也逐漸縮短，利潤也愈來愈薄，EMS產業已進入到微利時代，EMS廠商如何在這大環境下發展向前整合創造競爭優勢，此為本論文研究的重點。
本研究以個案研究方式進行台灣EMS廠商的向前整合之範圍、程度及方向分析，以及其成長策略、向前整合、3C行銷路之理論與文獻探討，深入研究個案公司的向前整合發展及經營模式，並檢視其向前整合3C行銷通路佈局與經營狀況，並歸納出其成長邏輯。
本研究發現，個案公司目前在向前整合策略上適合往3C行銷通路發展，還不適合往自有品牌發展，且個案公司以EMS組裝對產品的專業知識往行銷通路服務發展，亦具有競爭優勢。EMS廠在中國大陸3C行銷通路業的關鍵成功因素歸納出幾個因子；藉由專業領域分工與大者恆大的趨勢發展，在未來的分工模式已經逐漸發展成為EMS廠與品牌廠攜手合作共同滿足終端消費者的需求，而在這種模式發展趨勢之下，EMS廠將會大者恆大，明顯拉開與EMS廠商之間的差距。虛擬網路通路在中國大陸也是很重要的市場之一，個案公司在實體通路的發展後也切入網路通路發展，可以創造3C新通路。H個案公司除了在行銷通路的發展策略之外，還可以去投資與培養具有潛力的小品牌廠，利用已經建立的行銷通路平台，讓小品牌廠不用顧忌行銷通問題，專研在產品開發上，培養未來的品牌明日之星。

關鍵字

成長策略 ； 垂直整合 ； 向前整合 ； 3C行銷通路

並列摘要

The rapidly changing global electronic information industry in 1990, most of the electronics industry in Taiwan-based foundry services, regardless of ODM, OEM or EMS electronic behalf of the industry today are faced with the test of profitability. Played a pivotal role in Taiwan's electronics industry in the global electronics supply chain, is also very close cooperation with international brand manufacturers, flourishing in the EMS industry mergers and acquisitions and integration events, to make this industry go gradually to the vertical integration trend more and more obvious. With the global economy, climate change, the electronic product life cycle gradually shortened, profits become more important, the EMS industry has entered the era of meager profit, EMS manufacturers is how to create competitive advantage development in this environment, like the previous integration, this is In this thesis, focus of the study.
In this study, a case study of the forward integration of the EMS companies the scope, extent and direction, as well as its growth strategy, forward integration, 3C marketing of the theory and literature, in-depth study of integrated development of the case forward andbusiness model, and to view its forward integration of 3C marketing channel layout and operating conditions, and summed up the simple logic of growth.
This study found that the case company is fit to 3C marketing channel development strategy of forward integration, is not suited to the development of its own brand, and the case assembled by the EMS product expertise to the marketing channel services, also have a competitive advantage. EMS factory in mainland China 3C marketing channel industry key success factors summarized several factors; by the division of areas of expertise that the bigger the trend in the mode of division of labor has been gradually developed into EMS companies and brand factory to work together for common meet the end-consumer demand, the trend of the development of this model, the EMS factory will be the big get bigger, obviously opened the gap between EMS companies. Virtual network path is a very important market in mainland China, one case in the development of the physical channel cut into the network channel development, can create 3C new access road. H case company in addition to the outside of the development strategy in the marketing channel, you can also go to the investment and small brands have the potential to plant, cultivate and use of already established marketing channel platform, small brand factory without scruples marketing through specializes in product development and cultivate brand stars of tomorrow.

並列關鍵字

growth strategy ； vertical integration ； forward integration ； 3C marketing channels

參考文獻

18.陳香吟(2010),國立交通大學，「台灣電子組裝代工業競爭力分析─以鴻海與廣達為例」

3.Anderson, E., & Coughlan, A. T. (1987). International entry expansion via independent or integrated channel of distribution. Journal of Marketing, 14(6), 71-82.

5.Avenel, E. and Barlet, C. (2000). Vertical Foreclosure, Technological Choice, and Entry on the Intermediate Market. Journal of Economics and Management Strategy, Vol.9, No.3, Summer, pp.211-230.

8.Carroll, (1976). A Three- Dimensional Conceptual Model of Corporate Performance. Academy of Management Review, 4(4), 497-505.

9.Coase,r.h.(1937)The nature of the firm. Economica 4：386-405.