品牌與代工事業整合策略之個案研究

A Case Study on the Integration Strategy between Own-brand and OEM/ODM Businesses

許全治(Chen-Chih Hsu)

指導教授 ： 李吉仁

國立臺灣大學/管理學院/國際企業管理組/碩士(2009年)

https://doi.org/10.6342/NTU.2009.01152

摘要

資訊科技產業在台灣的發展，已經超過二十年。儘管該產業的範疇，擴展至各式各樣相關的領域，在此龐大的產業食物鏈中，也發展出數以千計的企業；然而，產業的核心，仍是直接應用先進國家所開發的技術平台，從事相關產品外包代工的設計、組裝、以及製造；也就是通稱的原廠委託製造(OEM)或原廠委託設計製造(ODM)的業務。由於代工業務的性質，欠缺足夠的差異化條件，難以避免以成本作為思維的核心；因此，價格競爭就成為產業的常態。從好的一面來想，這種激烈的競爭，有助於排除來自其他國家的新進業者；但是另一方面，這種競爭也衝擊產業的整體獲利能力，進而影響企業對未來長期投資的能力。

為了維繫並改善成本的競爭優勢，台灣的資訊科技代工企業，在提升營運效率和效果上，一向着墨甚深。這方面的努力，通常包括與業務價值鏈有關的垂直整合、對關鍵供應商的直接投資或策略聯盟、及時化生產、持續改善方案、價值工程、以及精實製造。然而，由於激烈的價格競爭，企業的這些努力，雖然對於獲利能力的維繫，助益有限，但卻有助於促成「大者恆大」、「大者愈大」的趨勢，因而形成具備高度經濟規模的原廠委託製造、原廠委託設計製造、以及專業電子製造服務(EMS)的廠商。而在另一方面，也促成許多精實敏銳的中小型企業，全力以赴，投入自有品牌事業的發展。

本研究的企圖，即在審視此一高度競爭，以成本為中心，但獲利能力卻相對較低的產業環境，以了解代工和自有品牌的各種業務模式，可以有哪些演變、以及如何演變，才能兼顧營收的持續成長與獲利能力的改善。本研究運用不同的產業與策略分析模型解析產業結構，探討台灣資訊科技企業的特色，以及不同營運模式的競爭優勢，同時進一步呈現全球個人電腦滑鼠與鍵盤產業的現況，並以LGT公司為個案，進行詳細的策略分析。本研究歸結，代工營運模式的演化，須要朝向價值鏈的上游與下游，以及整合並活用不同營運模式之間，成本優勢和差異化所形成的綜效，才是企業永續經營的策略。此外，本研究也將對超大型代工製造商、LGT公司和微軟公司的世代纏鬥、市場領導廠商與價格領導廠商、營運妥適性和產品妥適性、以及活廣告淨值等議題，提出相關的建言，冀望這些議題，能夠為以成本為中心，和以差異化為中心的競爭論述，帶來些許其他的觀點。

關鍵字

代工 ； 自有品牌 ； 整合策略 ； 綜效 ； 競爭優勢

並列摘要

IT industry has been developed in Taiwan for more than two decades. Despite the scope is significantly expanded into various territories and there can be thousands of firms being established within this magnificent food chain, the core of this industry is focused on the subcontract assembly & manufacturing business, which is usually called as ODM business or OEM business, with the direct application of technology platforms developed overseas. Due to limited differentiation and very much cost consciousness, running into price competition becomes normal. On the one hand, such cost-based competition helps block the new entrants. On the other hand, however, it causes significant impact on the overall profitability which will affect the capability of making long term investment for the future.

The majority of OEM/ODM firms in Taiwan have done their best efforts in continuously improving efficiency and effectiveness to maintain their competitiveness, including vertical integration, direct investment or strategic alliance with the key suppliers, just-in-time production, value engineering, and lean manufacturing along the business value chain. Unexpectedly, all these valuable efforts cannot help too much in sustaining the profitability. One clear trend is the formation of some giant ODM, OEM, or EMS firms, while a minor trend is the development of many lean and mean small-to-medium firms who work very hard and fast for the own-brand business.

The present research is to look into this highly competitive, cost-centric, but less profitable industry environment among the various ODM, OEM, and own-brand business models in order to understand what and how it can evolve to not only sustain the revenue growth but also improve the bottom line margin. In addition to providing analyses on industry structures, characteristics and competitiveness of Taiwanese IT firms with different business models are reviewed. We purposively choose global PC mouse and keyboard industries and the leading company, LGT for further case analysis. It eventually leads to the conclusion of evolving the subcontract assembly & manufacturing business toward either the upper stream or downstream along the broader value chain and the strategy to integrate and utilize the synergy of cost advantage and differentiation among various business models for the better business sustainability. Besides, a few outlooks around those subjects of jumbo ODM/OEM manufacturers, head-to-head fight between LGT and Microsoft, market and price leaderships, and business fitness and product fitness are also addressed to provide other views beyond the usual cost-centric or differentiation-centric competition.

並列關鍵字

OEM/ODM ； Own-Brand ； Integration Strategy ； Synergy ； Competitive Advantage

參考文獻

12. 呂坤泉，2008，品牌決策與代工經營模式分析 - 台灣LCD產業之實證研究，國立台灣大學管理學院碩士在職專班國際企業管理組未出版之碩士論文。

14. 楊懷東，2005，Structural Analysis and Taiwan’s Developmental Strategies of Terrestrial Photovoltaic Industry，國立台灣大學管理學院國際企業管理組未出版之碩士論文。

13. 蔣壬銘，2006，中小型電子代工廠經營策略之探討 - 以電腦週邊之鍵盤與滑鼠產業為例，國立台灣大學管理學院國際企業管理組未出版之碩士論文。

2. HowStuffWorks http://www.howstuffworks.com

English