有鑒於新興國家逐漸取代台灣在全球產業的代工地位，台灣廠商無不思考如何轉型以提升本身的附加價值，而由代工轉型品牌經營則是常被討論的選項。 然而從代工轉型品牌，除了考量剛性面的能力與資源之外，同時也需要搭配柔性面的『組織文化』與『領導型態』的轉換，剛柔並濟之下以便能夠順利達成代工轉型到品牌的策略目標。 本研究以司徒達賢之管理矩陣做為研究架構，分別針對代工與品牌個案公司的領導型態與組織文化進行解析，以找出彼此在這兩者之間的差異，進而提出當代工轉型到品牌經營時，在領導型態與組織文化上面調整的建議。 根據本研究發現，當代工個案公司欲從轉型到品牌經營時，需在領導型態與組織文化注意下列事項 : 領導型態 一. 在目標與價值上，領導者需要提出宏偉的願景與遠大的目標。 二. 在環境認知上，領導階層需具備洞察市場需求的預知能力。 三. 在決策與行動上，領導階層要從權衡『客戶影響』轉為維繫『品牌價值』為主要考量。 四. 在創價流程上，領導階層對於管理流程的考量應該較多的『興利』，較少的『防弊』。 五. 在知識與能力上，領導階層除了『經驗指導』之外，需要更多的『才智啟發』以提升部屬問題解決與創新的能力。 六. 在有形與無形資源上，領導者應將『人才第一、以人為本』視為經營的圭臬，視人才為公司重要資產。 組織文化 一. 在目標與價值上，組織應從專注於『滿足客戶需求』轉換成致力於『創造品牌價值』。 二. 在環境認知上，組織應從『聽客戶』轉換成『看市場』。 三. 在決策與行動上，組織應從著重『How To Do』轉換成思考『What To Do』。 四. 在創價流程上，組織營運流程上應考量較多的『開源』，而較少的『節流』，應從『效率導向』轉換成『創價導向』。 五. 在知識與能力上，組織應從『精實的管理能力』提昇至『多元的創新能力』。 六. 在組織資源上，應保留餘裕以因應市場需求做彈性反應。 期許透過本研究以管理矩陣做為架構，對個案進行解析後所提出的發現與建議，在實務應用上能夠有所幫助，可作為代工轉型品牌重要之參考。

近年來，企業併購風吹向科技業。在台灣素來引以為傲而且在全球產業鍊中佔有一席之地的IC設計產業也不可避免的帶來併購的機會。在過去一年以來，數個美國中大型IC設計公司紛至台灣探路，透過併購來完善其技術組合，或者與台灣ODM之間拉近關係。而台灣自己的IC設計公司也同時透過併購的過程加速企業的成長與產品的佈局。 本研究會先以一般的企業併購理論來分析IC設計產業，並且在兩家大型IC設計公司Marvell與聯發科成功的併購成長案例中來討論在IC設計產業裏，因產業的特殊性而顯得特別重要的併購成功因素。 本研究分析出八項併購的成功因素: 1.高階人員參與策略規劃 2.目標市場的選擇 3.購併的財務規劃 4.購併價值評估 5.併購後之人才資源管理 6.購併後之整合管理 7.矽智財之管理 8.委外生產之議價能力 其中將特別強調矽智財之管理與委外生產之議價力。這兩項因素是其他產業沒有著墨的地方，但是在IC設計產業卻顯得重要。而且也是文中提到的兩家IC設計公司對於併購能夠成功的獨到法則。 很多大型企業都有併購的經驗，併購成功的比率在美國相關的報導裏約只有百分之二十。透過這一次的分析，本研究也希望能讓業界先進們在以後的併購決策中有多一層的考量，在企業進行併購活動時，能掌握有較高的成功機率，達到預期的目標。

本研究是以個案研究為探討的對象，探討該企業的分割動機與策略分析，並經由國內外文獻資料與相關市場的資料的收集，整理分析不同產業中成功分割的代表個案，包含:宏碁集團、裕隆集團及矽統科技，彙整其公司背景比較、分割原因、分割方式及分割結果，藉此探討個案公司分割策略是否正確，是否有不同於分割做法的可行性，及晶圓廠分割策略的適合性。 針對上述議題的探討提出結論，若日後有其他半導體的分割案例建議亦可採用此四個層面的角度來分析探討。這四點結論如下:(1)就半導體經營趨勢而言，由原本的IDM營運模式轉為代工模式的策略是合乎市場趨勢的，因為晶圓代工產業因產品多元化程度高，在景氣不佳時仍比IDM及 DRAM 廠有較佳的獲利空間。(2)就客戶層面而言，解決代工與自有品牌之間所產生的衝突為最重要的項目之一。所以站在客戶的角度，代工與自有品牌之間所產生的衝突將因為分割而消失，分割後不論母公司或是子公司都將專心經營各自的核心事業。(3)以管理的角度而言，母公司為 IDM 營運模式，子公司為代工營運模式，兩者的管理面及獎懲制度也不盡相同，所以獨立分割可以將管理及獎懲制度分開，降低因為不同的營運模式而產生的複雜管理項目。(4)以系統面的角度而言，IDM及代工兩者生產模式不同，同時存在於同一公司，造成生產製造相關系統、營運及管理面相關系統的複雜度。所以分割後，流程簡化、系統複雜度簡化，用小而美的系統取代原先複雜的大恐龍系統，提高系統效率、提升生產力、進而提升公司競爭力。 / Enterprise can through reengineering, merge and spin off to reach this purpose. This research will be focused in the enterprise spin-off. This research takes case study methodology that inquires into the spin-off motive and strategy analysis of the M company. And data collection of the related market successfully representative's individual cases of the spin-off, containment: the Acer group, Yu Long and SIS semi-conductor company. To compile those companies background comparison, spin-off reason, methodology and result. According this summary to inquire the M company spin-off strategy whether exactitude, whether the feasibility for having already differed from to partition modus, and the strategy of wafer factory spin off. Base on the aims at above mentioned subjects, the study has identified 4 conclusions that can be used if has the spin-off case of other semi-conductions they can also adopt those 4 angles to the analytical study. Below are the 4 conclusions. 1. In regard to the semi-conductor management trend, by original IDM operation the mode turn into foundry business the strategy of the work mode to conform to the market trend. 2. Per customer angle, solve the conflict between own brand and foundry business that is one of the most important items. 3. With management level of enterprise, parent company is IDM operation mode, the subsidiary is a foundry business operation mode, so partition independently can will management and the prize and punishment system separate, reduce the complicated management items. 4. As faced with flow of process and systems, the IDM and foundry mode is different, is existed in same company in the meantime, that cause complications of the production systems, ERP system, operation and management systems.

2005年全球紡織配額制度取消後，成衣產業開始出現的低價競爭，台灣成衣業代工開始透過供應鏈管理與為客戶增加附加價值服務等尋求轉型，由純OEM代工模式轉由增加ODM代工比例或是形成OBM自有品牌生產模式，對成衣代工業者來說，面對產業的丕變與客戶之終端消費者需求變化快速下，如何擁有穩固之客戶關係與代工業務規模成為成衣業生存主要關鍵之一。本研究透過個案研究法，先探討成衣業代工業務銷售模式，研究業務銷售流程各階段銷售策略，再以策略行銷架構分析此產業在業務銷售過程中如何處理各項買者成本和維繫客戶關係，並針對個案公司業務銷售給予建議。 研究結果發現，成衣代工業者藉由生產成本的控管，與產品提供之多元化提升買者效益，深入了解終端市場需求與買者的需求，為客戶量身打造設計需求。透過清楚的代工定位，利用提高接觸機會與提供客戶有用訊息，來降低買者搜尋成本。利用已建立的公司名聲與代表性案例，降低買者的不確定性並提升買者對代工業者的信任。藉由掌握買者合作關鍵資訊，與設立相配合的生產設備與制度條件，形成專屬資產，增強客戶的依賴度並拉長客戶的服務價值鏈，讓買者難以離開與成衣代工業者之合作模式，形成長久的合作關係。

從顧客觀點探討製造業服務化:從OEM/ODM到OBM / If we look back at the history of Taiwan’s industry, the main characteristic of its development over the past 60 years has been the appearance of OEM / ODMs. However, due to the shrinking profits of OEM / ODMs, manufacturers are seeking new ways to transform themselves. Therefore further research into the increasingly blurred boundaries between manufacturing and services and the concept of “servitization” is essential. Some companies in Taiwan have successfully transformed from a low-profit path by following a value-added path and transforming themselves from OEM/ODM to OBM. This paper focuses on a study of three OBM companies who were once OEM/ODM manufacturers, but expanded into the role of “customer-oriented services” and explored their capability to transition between OEM/ODM and OBM. This paper uses a case study methodology and research on these three OBM companies. It will investigate two findings. Firstly, when transforming from OEM/ODM into OBM the process of servitization, is made up of four stages that represent the different roles of the end customers in the process of servitization. Roles like imitation, exploration, inspiration, and aspiration. Secondly, when transforming from OEM/ODM into OBM in the process of servitization, there are four main capabilities needed to develop; customization capability, new value proposition, organization redesign, and new trading norms. This thesis seeks to make two specific contributions to the discussion of servitization. Firstly, this research will concentrate on consumer goods, rather then capital goods like with previous literature concerning servitization and focusing less on the changes from products to “Back-end services”. Secondly, it will seek to give manufacturers with a desire to develop into an OBM company clear paths to follow. So manufacturers can adjust their own strategies to the specific situation and environment they face.

在節能、無輻射、高解析度、更具時尚的設計等優勢下，全球液晶電視取代傳統CRT電視的趨勢已經愈來愈明顯，各液晶電視品牌電視大廠對於委外生產的比例亦逐年提高。因此吸引了台灣許多廠商爭相跨足液晶電視代工的行列。 在發展液晶電視代工的廠商中，本研究針對廠商的特性將發展液晶電視的代工廠商歸類傳統家電廠、面板廠、筆記型電腦代工廠、監視器專業製造廠商四大類。本研究以邱志聖教授的策略行銷4C架構來分析這四類製造廠商的發展演進，並對這四類製造廠商未來發展提出看法，以做為液晶電視代工業者未來擬定策略的參考方向。 / With the advantages of less energy consumption and radiation, higher resolution, good looking in design, the trend that LCD TV replaces traditional CRT TV is very obvious. In the mean time, the outsourcing percentage for brand name customer is also getting higher and higher. Therefore, many manufacturing companies in Taiwan are aggressive to put their resources in this competition in order to get more outsourcing LCD TV order. The companies involving the LCD TV OEM/ODM can be divided by Home Appliance companies、panel makers、notebook OEM manufacturers and monitor OEM manufacturers. In this research, systematic analysis is done based on “Strategic Marketing Analysis” for the four kinds of companies. Hope it can provide some good information and reference to those companies when developing their LCD TV OEM/ODM strategy in the future.

現今，產業競爭已轉變成全球性的競爭，台灣代工企業與國際知名品牌企業、高科技產業存在著“共存共榮”的臍帶關係，台灣代工企業必須不斷提本身之高度競爭力以維繫其不可取代之地位，否則即面臨客戶轉單、甚或被淘汰之命運。各代工企業不僅要在其生產技術上需保持領先的地位，更需在競爭策略上尋求轉型升級與技術創新，以避免被競爭者所取代，並擺脫製造代工的微利競爭；因此，當今代工企業的風險在於持續的創新能力，雖說早期代工企業僅需專注於代工製造，但隨著產品的大量生產與使用規格之統一，加上資訊之普及與快速，技術能力漸趨一致，不再是高門檻難以跨越，導致市場競爭就愈形激烈。代工企業不能只憑一招半式獨闖江湖，代工企業成長獲利的關鍵，不只在於成本管理或者製程改善，更在於敏銳的市場預測能力與核心競爭力，而從各種明確之例証顯示，創新能耐之建立更是長治久安不可或缺之主要成功因素；宏達電從為世界知名手機品牌製造代工高階智慧型手機起家，進而轉型至設計代工，一直到自創Dopod品牌，接著又將品牌重新命名為HTC；華碩電腦(ASUS)從為世界PCB 製造代工(OEM)，進而轉型至設計代工(ODM)，一直到2007年成功開發” Eee PC “ Netbook (小筆電)，並於2010 年與和碩(PEGATRON)分家，和碩(PEGATRON)代工企業與華碩電腦(ASUS)品牌經營正式分道揚鑣；這種種跡象充分顯示為唯有建立創新能耐才能尋找出核心競爭能耐的方向及重點，也才能決定企業在產業價值鏈的位置與所從事的價值活動。 企業從製造代工經營模式進入設計代工經營模式，在逐步接手研發價值活動後，設計代工經營模式開始投入自主研發，其目的在於提供品牌企業客戶更具競爭力之有效創新方案，並與品牌企業客戶取得充分分工之夥伴關係；因此透過研究個案公司的轉型歷程，探討面對詭譎多變的大時代，企業如何藉由建立自我創新能耐，進而建立自我核心能耐，從製造代工經營模式轉型升級設計代工經營模式，也藉由其經營績效的表現，來驗證轉型升級的策略所帶給企業的實質利益，最後對企業提出當面臨轉型升級時之具體建議，以作為其他面臨經營困境的製造代工企業之參考。 / Today, competition has turned into a global competition, the Taiwanese OEM companies with international famous brand enterprises, high-tech industries there is a deeply relationship of "living together", the Taiwan OEM companies must be constantly enhancing their competitiveness in order to maintain they valuable position that its status can not be replaced, otherwise face the status of cancel the order by customer, or even the fate of being eliminated. The business of OEM was not only in its production technology to keep the leading position, but also need to seek the transformation and upgrading of competitive strategy and technological innovation, in order to avoid being replaced by competitors, and get rid of low-profit competition; therefore, today's risk of OEM business rely on the continuous innovation capability, although early OEM business only needs focused on manufacturing, but as a large number of production run and use specifications of unity, plus information on popular and fast, and specifications become more standardized, it’s no longer a high thresholds and can’t pass through, resulting in the market competition is increasingly fierce. OEM business cannot only rely on go it alone, meant that the OEM business key profit enterprise growth is not only to improve cost management, or process, but also to keep a keen market prediction capabilities and core competencies, and examples from a variety of shows that innovation is the ability to establish long-term stability indispensable primary success factors; HTC from the world famous OEM business of high-end smart phones started, and then transferred to a ODM business, has been to own Dopod brand, and subsequently the brand re-named the HTC; ASUS Computer from PCB OEM in the world, and then transferred to ODM business, has been successfully developed "Eee PC" Netbook (mini Notebook) in 2007, and it was separated PEGATRON (ODM) and ASUS in 2010, PEGATRON officially parted ways with ASUS brand management; these signs appear only when you full build innovation ability to find out the core competitive ability of the direction and focus, you can also decide your positioning and activities in the value-chain of enterprise. When OEM model transfer to ODM model, and gradually took over the value activities in the R&D (Research and Development), the ODM model started independent research and development, which aims to provide brand enterprises more competitive. effective and innovative solutions, and set up the good partnerships with brands companies; therefore, through the case study, and face the challenge era, how to build self innovation by popularity, and establish core competency, from OEM model transfer to ODM model, but also put to the proof of its operating performance, to verify the transformation and upgrading policy that can make a profit of enterprise, and finally provide specific suggestions to enterprises when face on transformation and upgrading situations, I hope it also can be for reference to other OEM companies that they are facing difficulties.

以科技業而言，由於近來創業風潮蔚為風行，同時新創企業的數目也蓬勃增加，但是要如何永續發展，成為穩定生存的企業，還有很多需要努力及進步的地方。另外一方面，台灣各個科技大廠多數面臨創新動力及幅度不足的困境，始終處在代工的階段，毛利無法提升，故近來也有許多科技大廠積極找尋新創企業標的購併或合作，以期提升企業未來之競爭力。 本論文旨在研究新創企業及大型科技企業於供應鏈上的互動，大型科技企業該如何找尋正確之標的並且不影響原業務內容以及新創企業須具備哪些核心技能以期公司持續發展。本研究個案以Q公司以及N公司為個案案例，其中大型OEM/ODM系統廠Ｑ和硬體新創企業N的合作是為研究重點，因兩者的合作並不符合一般的直覺思維，Q公司必須要犧牲規模經濟才得以進行Q公司之產品製造，所以本研究透過資源觀點的學說，如資源基礎理論、資源優勢理論、資源相依理論等進而從外部環境到內部資源分析，可以發現因為環境因素的促使，導致Q公司與N公司形成互利的相依共生關係。 / Recently in technology industry, due to the recent upsurge of entrepreneurship, the number of start-ups has also increased vigorously. However, how to achieve sustainable development and become a stable and viable enterprise has a lot to do with efforts and progress. On the other hand, most of the Taiwanese technology firms are faced with the lack of margin and innovation power. They are still in the stage of foundry work and the gross profit can not be improved. Recently, many technology companies are keenly searching for the merger or cooperation of the new startups in order to maintain the future competitiveness of enterprises. The purpose of this paper is to study the interaction between start-ups and large-scale technology enterprises in the supply chain. How can large-scale technology enterprises find the right target and do not affect the original business content and what core skills the start-up enterprises should have in order to keep the company going. The research case is based on the case of Q company and N company. The cooperation between the large OEM / ODM system Q and the hardware start-up enterprise N is the focus of the research, because the cooperation between these two is not in line with the general intuitive thinking. It is necessary to sacrifice the Q’s scale economy to carry out the N company's product manufacturing, so this study will go through the resource point of view, such as resource-based theory, resource advantage theory, resource-dependency theory to analyze the external environment to internal resources. Simply saying the result can be conclude because of the relationship between environmental factors, resulting in Q company and N company to form a mutually beneficial symbiotic relationship.

Taiwan has been very successful in electronics and computer business for years. The business model of industrial disintegration enables several sub-industries to find their niche market in which they nurture unique strategic advantages to prosper. Subcontract manufacturing testing in Taiwan is a business just flourishes in recent years. Taiwan is the worldwide largest country with largest Subcontract manufacturing assembly and testing business with the most concentrated market share distribution. The thesis delves into the interrelationship between the environmental factors and company’s strategy advantages nurture the Subcontract manufacturing business. The most unique attributes include seamless upstream and downstream supply chain integration, industry clustering, as well as timely and efficient support from peripheral industries and infrastructure. The thesis investigates how A Company, a Taiwanese based Assembly and Testing House, makes it’s way to the worldwide number one market share through building up strategic advantages over competition. The unit of analysis centers on A Test Company as testing business is less discussed and not been well known before. In recent years, the testing industry flourishes along with high end technology evolvement. According to Wu (1996), the company strategies can be formulated through aspects of resources input, operation activity, competitive advantages and substantial niche business. A Test cultivates its strategic advantages in supply chain management leadership, technology leadership and financial management leadership. These strategic advantages have been instituted in daily operation through resources allocation, operation activity, competitive advantages creation and niche positioning. The strategic advantages of supply chain management leadership, technology leadership and financial management leadership are embodied through the “Value Theory”, “Efficiency Theory”, “Resources Theory”, “Structure Theory”, “Game Theory”, “Control Theory” and “Dependency Theory”. A Test has demonstrated how to structurally leverage these strategies to formulate powerful synergies that creates advantages over competition. The more Subcontract Manufacturing Testing market is getting concentrated in market share, the more challenging for new business entrants to accumulate experiences fast and adopt the right strategies to survive. Thus, learning from a success company to shorten the period of learning curve is critical. Key words: Semiconductor Industry, Subcontract Manufacturing, Testing, Supply Chain, Technology, Strategic advantages.

台灣電子產業以製造代工起家，近年來受到產業環境以及全球化競爭的影響，使得代工的毛利逐年降低，許多企業也陸續進行轉型與升級，朝向建立專業研發技術與自有品牌兩種模式發展，本研究以筆記型電腦產業與行動電話產業為例，各選取兩家具代表性的公司進行個案分析研究，目的要歸納出不同產業以及個別公司在經營模式選擇上的差異。 透過本研究可發現影響企業經營模式的抉擇因素，包含整體產業的屬性、全球競爭態勢以及未來發展趨勢等外在環境因素，產業的差異對於策略選擇的考量，因市場動態的不同而要能夠靈活調整，歸納兩個產業所得到具體結論如下： 代工經營模式： 1.運用規模經濟，擴大產業鏈垂直與水平的整合，以生產成本為導向，創造競爭優勢。 2.強化研發實力，增加產品線廣度與深度，開發多角化、高階產品。 3.積極進行產業升級與轉型，建立技術能力，朝向專業設計代工發展。 品牌經營模式： 1.關鍵在於產品的特色。產品要能夠要引領消費趨勢，創造終端使用者的需求。 2.必須擁有前瞻的技術能力，掌握未來市場的脈動。 3.能夠發展出獨特的營運模式，同時深耕通路零售的經營。 對於任何企業而言，必須要瞭解自身內部的競爭優勢與關鍵成功要素，建立專屬的核心能耐，才能延續企業的生命力。 / Taiwan electronic industry started from OEM and some of the companies are very successful in worldwide. The industrial environment has changed and is more competitive and the margin of OEM is getting less during these years.Most of the companies are aiming to become more competitive by improving their R&D technique and build own brand awareness. This study is based on Notebook and Mobile phone industries to analyze the differences of management in these two fields, and I have chosen two representative companies for each field. Through the research we can conclude there are several factors to affect the enterprise strategy. The findings are as follows: OEM companies should: 1.Integrate industrial chain and enlarge economic scale to decrease the production cost. 2.Strengthen and develop the R&D ability and increase various product lines. 3.Improve own technologies and unique designs to be more competitive. OBM companies should: 1.The products can lead the trend and meet the request of end consumers. 2.Create pioneer technology and catch the market trend. 3.Create innovative business model and good management of the channels. All enterprises should find their own advantages and KSF to build their core competency to extend the business life.