台灣NB已佔全球市佔率的90%(2006年),然而,「微利」卻是台灣NB廠商揮之不去的痛。隨著3C發展及網際網路興起,工業電腦(IPC)已不再單純侷限於工業自動化的應用,再加上專業分工趨勢,IPC的高毛利與無限商機,已大大地吸引了各大電子代工廠紛紛跨入此一產業。然而,相較於代工大廠擅長大量製造, IPC產業卻有少量多樣、客製化、換線頻繁的特性,在其產業背景截然不同下,探討資源缺口與如何提升績效為本研究議題。 本研究為探索性質化研究,透過文獻探討與深入訪談方式來進行。以資源基礎觀點探討個案公司之現有資源及個案公司跨足IPC產業已具備之資源,再進一步透過訪談,以分析個案公司跨足IPC產業所應具備之資源及目前的執行績效,最後,就資源缺口提出績效改善之建議。 研究所得之管理意涵有:(1)核心資源不足,將導致新事業的經營風險;(2)生產體系南轅北轍,內部衝突將阻礙多角化事業的發展;(3)投資不足,將阻礙「問題事業」的發展;及(4)投資報酬率低,將考驗個案公司是否繼續經營IPC產業。
Although Taiwan’s NB accounted for 90% of global market share in year 2006, the NB manufacturers have been suffering from low margins in recent years. With the development of 3C industry and the emergence of internet, IPC is no longer limited to industrial automation applications, furthermore, with the trends of professional division of labor, IPC’s high margin and unlimited business opportunities have been drawn OEM/ODM manufacturers to compete in this field. However, in contrast to the mass production nature of OEM/ODM, IPC is typically characterized by small-batch production, customization, and the frequent changes in production line, under such vast difference in manufacturing background, this study is tasked to explore on the resource gaps and to find ways to improve performance. This study is an exploratory/qualitative approach based on literature reviews and in-depth interviews. Using resource-based views to explore the existing resources of case company, and the necessary resources the case company is already equipped with in order to enter the IPC industry, thereafter, through in-depth interviews to analyze what other resources are required and current operating performance of the case company, lastly, propose suggestions for the improvement of resource gaps. In light of the outcome of this study, we deduce following managerial implications:(1) the insufficiency of core resources will result in the operation risks for new business;(2)the internal conflicts resulted from the vast differences in production system will hinder the development of the business diversification of the company;(3)insufficient investments will block the development of “Question Mark” business;and (4)low return on investment will challenge the will of the case company on sustaining operation of IPC business.