1 |
垂直封閉與予盾之探討:非零猜測變量分析法曾業泰 Unknown Date (has links)
本文引用非零猜測變量模型來分析上、下游產業皆為寡佔市場的垂直整合效果。結果發現,垂直整合廠商僅在其中間財(消費財)之邊際生產成本為遞增時,才可能會參與中間財市場的需求(供給)。此外,在垂直整合廠商採行垂直封閉行為下,廠商的垂直整合行為是否能增加本身的利潤與/或增加消費者福利,則完全取決於整體產業內既有的水平結構參數(上、下游的廠商家數以及上、下游產業內之競爭狀態);然而在某些水平結構參數下,廠商利潤與消費者福利同時增加(垂直矛盾)現象的確是可能存在的。
|
2 |
垂直整合、出口補貼與技術選擇李長邑 Unknown Date (has links)
本篇文章在探討出口補貼、垂直整合、以及技術選擇三者之間的關係,並且將技術分成兩部分來討論,分別為原料生產技術以及產品製造技術。
模型部分則假設外國有一家整合廠商,獨立生產原料,加工成產品,決定最終產品的售價,再全部出口至第三國,而本國有兩家廠商,各為上下游廠商,本國上游廠商專門生產原料,決定原料價格,而且只賣原料給本國下游廠商,而本國下游廠商也只向本國上游廠商購買原料,再加工製成產品,並決定其最終產品的售價,然後全部出口至第三國。又本國的兩家廠商可分工或整合為單一廠商,而本國政府可對本國廠商作補貼出口,並假設只有本國政府能實施出口補政策,而且只有本國廠商能決定技術水準。
探討的主題如下:(1)國內廠商的整合與否,對國內外廠商利潤、本國福利、技術水準,以及第三國福利有何影響?(2)政府的出口補貼政策會如何改變前述的結論。
|
3 |
鈷/鉑垂直磁化多層膜中結構對磁耦合及電性的影響 / Influence of structure on magnetic coupling and electric properties in cobalt/platinum multilayer with spontaneously perpendicular-magnetization曾嘉裕, Tseng, Chia Yu Unknown Date (has links)
本論文主要在研究多層膜之垂直異向性結構組成及其介面特質,本實驗多層膜選取的材料為鐵磁性的鈷(Co)以及貴重金屬的鉑(Pt),並利用濺鍍(Sputtering)系統來製作(鈷/鉑)多層膜樣品,最初的實驗為尋找(鈷/鉑)多層膜結構組成最佳垂直易性發生之條件,所以分別變化鐵磁層鈷之厚度、一般金屬層鉑之厚度、(鈷/鉑)雙層層數及緩衝buffer layer層鉑之厚度,並利用震動樣品磁度儀(VSM)及超導量子干涉儀(SQUIDE)分別量測垂直及平行磁場方向之磁化強度M對磁場field H的關係,再由M-H圖進行判別其垂直異向性的程度。
在最初的實驗部分可了解如何得到最佳(鈷/鉑)垂直異向性多層膜之結構,並從中可得不同緩衝層鉑之厚度、(鈷/鉑)雙層層數及雙層內鉑之厚度的矯頑場有一趨勢存在,於第二部分的實驗即利用這些矯頑場之趨勢來製作一系列產生巨磁效應之三層膜結構,其中的鐵磁層由(鈷/鉑)垂直異向性多層膜取代,並對此結構做一系列量測,利用震動樣品磁度儀(VSM)量測其磁化強度對磁場的關係、利用LR700系統及物理低溫量測系統(PPMS)量測其異常Hall effect霍爾效應(EHE)現象和電阻對磁場的關係,再將這一系列的量測結果分析其中被一般金屬層鉑所隔開的上下(鈷/鉑)垂直異向性多層膜之間耦合程度。 / The topic of this thesis is about the property of the interface and structure in the multilayers with perpendicular anisotropy. The materials of this multilayers are ferromagnetic cobalt and platinum. We use sputtering system to fabricate cobalt/platinum multilayer with various thicknesses. The initial experiment is to search for the optimum condition that develop cobalt/platinum multilayer with perpendicular anisotropy. Then, the influenceof the buffer layer of platinum is studied. We use Vibrating sample magnetometer (VSM) and superconducting quantum interference device (SQUID) magnetometer to measure the magnetization vs. magnetic field relation by applied magnetic fields in both out of plane and in plane directions to distinguishe the degree of perpendicular anisotropy from the M-H figures.
From the initial experiments we can understand how to get the optimum structure of cobalt/platinum perpendicular anisotrpy multilayer. There is a tendency exists in the coercivity depending on different thicknesses of the ferromagnetic layer cobalt, the normal noble platinum, the number of bilayers of cobalt/platinum, and the buffer layer of platinum. In the second part of this experiment we used the difference of coercivities to fabricate a series of trilayers structures that produce giant magnetoresistance effect. The individual ferromagnetic layer was cobalt/platinum perpendicular anisotropy multilayer. The structures was measured by VSM to study magnetization vs. field relation. A LR700 resistance bridge and a physical properties measurement system (PPMS) were used to measure the Anomalous Hall Effect (AHE) and resistant vs. field relation.
|
4 |
能力分配、國際分工與生產模式之研究謝中興 Unknown Date (has links)
本論文由三篇相關的文章所組成,第一篇文章討論勞動能力分配如何影響國際分工的型態,可分割生產技術的採用對所得分配的影響,以及國際貿易在這當中所扮演的角色。第二篇文章分析開放體系下,廠商滿足大眾訴求的核心能力和生產模式間的關係。第三篇文章建構動態的產業調整模型,分析廠商的異質性在生產模式的變遷過程中所扮演的角色,以及國際貿易如何進一步影響產業的調整時徑。
第一篇文章以一般均衡的異質性勞動模型,探討國際垂直分工的比較利益來源,以及從整合生產到國際垂直分工的經濟效果。各財的產出受象徵知識與經驗的勞動能力所影響,異質性最終財的生產涉及勞動能力邊際生產力遞增,與線性技術兩種不同性質的生產任務。在整合生產,兩種任務需一起執行,勞動能力在不同任務間具有模組互補的現象;在可分割生產時,不同的任務可以獨立由不同的生產單位執行,因此可以分地進行生產。第一篇文章的主要結論是:1. 國際垂直分工的比較利益來自於兩國勞動能力的絕對差異,或分配上的相對差異,這與傳統資源秉賦理論的精神相符;2. 當生產技術由不可分割演進到可分割時,兩國的所得分配均更為惡化,國際分工進一步影響兩國的所得分配。
第二篇文章探討最終廠商在消費價值創造上所擁有的核心優勢強弱,與其最適生產模式的關係。最終財廠商將一單位的中間投入,輔以消費價值的創造,才能將所得到的最終財銷售給消費者,而消費價值的創造直接反映在消費的效用水準。對於中間投入,最終廠商需決定整合生產或委外分工,二者均需考慮南北的區位選擇。企業家在決定其生產模式時面臨以下兩難問題:首先,垂直分工的價值來自供應商的專業經營,但除不完全契約問題外,還需要額外的固定成本。其次,在區位選擇方面,南國的工資水準較低,但組織成本要比北國高。本文說明在創造消費價值創造上所擁有的專業能力不同,上述兩難問題的得失輕重也有所不同。此外,關於國際委外的組織成本下降如何影響國際委外活動之進行,以及對各階層所得的影響,本文也提供相當直覺的剖析。
第三篇文章建構動態的產業調整模型,分析廠商的異質性在生產模式的變遷過程中所扮演的角色,以及國際貿易如何進一步影響產業的調整時徑。當中,最終廠商在滿足大眾訴求的專業能力各不相同。廠商可以將生產工序標準化為可交易的中間財,並與專業供應商垂直分工。委外分工可以降低生產成本,但也存在隨時間遞減的調適成本,最終廠商要決定的是最適化的調整時點。這篇文章的主要結論是:1. 對消費大眾愈具吸引力的廠商,調整生產模式的時點愈早;
2. 國際貿易同時具有催化延緩產業調整時徑的作用,開放體系下,外銷廠商的調整時點較封閉體系早,內銷廠商較封閉體系晚;3. 互惠性的降低貿易障礙或技術進步所致的貿易成本下降,將使外銷廠商的調整時點提前,內銷廠商則延後。
|
5 |
由垂直整合至分工--以家電公司為例黃功傑, Huang, Kung Chieh Unknown Date (has links)
企業的策略制定與執行並非一成不變的,必須依產業的變化、競爭的動態況、及本身的資源多寡,隨時檢視是否需要加以修正,如此才能讓企業立於不敗之地,達成永續經營。在產業的生命週期步入成熟期以後,單靠『產品創新』與『流程創新』均不足以維持企業的競爭力,必須藉由『策略創新』來接續企業的生命力,所謂的『策略創新』也就是重組價值鏈,傳統上,許多企業對於重組價值鏈的做法是進行『垂直整合』。但在核心能力(Core Competency)的觀念普遍化之後,管理的鐘擺又朝向了垂直分工,於是降低垂直整合反而成為風尚,企業開始更加注重專注、輕裝、簡捷,把競爭力的重點放在自己最為優勢的領域,對於非核心能力價值活動,企業改以外包的方式來取代。
關於垂直整合策略或分工策略的相關研究,過去雖有諸多文獻探討,但其研究方向多著重在策略形成的動機、效益、成本、影響因素及與經營績效的關係,對於垂直整合的關鍵成功因素,及垂直整合策略在執行過程,若面對外在環境的變化需要調整時,引發策略需要改變的內外在因素為何?如何進行策略調整?以及如何進行策略調整後的管理,這些在過去的文獻中則較少學者加以探討,因此,本研究擬以與民眾生活密不可分的小家電產業為研究對象,探討以下問題,並希望能為小家電產業帶來實質的貢獻。
一、 導致企業由『垂直整合策略』走向分工的因素為何?
二、 企業應如何由『垂直整合策略』調整至『分工策略』?
三、 如何進行分工後外包的管理?
本研究以文獻探討為基礎,進行研究架構的發展,而在個案公司應具有代表性的考量下,選擇全球最大的小家電供應商-燦坤集團的小家電部門為研究對象,透過個案分析與資料整理,本研究獲得如下的結論:
一、 導致企業由『垂直整合策略』走向『分工策略』的因素
(一)、內在因素:垂直整合項目若未掌握關鍵成功因素,尤其是背離了『在可以成為核心能力的價值活動進行整合』,在經歷一定時間後,將會導致文獻中所提及的垂直整合的成本,且不斷地升高。
(二)、外在因素:當『產業規模經濟』的良性循環所彰顯的利益超越企業進行垂直整合的利益時,企業將會將『垂直整合策略』調整至『分工策略』,改以外包取代自製。所以,企業進行外包的動機,從個案公司的研究中得知,除部分項目與文獻所提的不同外,其餘項目諸如專注於核心能力,將資源聚焦,避免或減少資本支出、減少材料的損耗,及降低無效率,以取得較低的成本,改進服務的績效等,均與學者Lomas (1997) 與 Mariotti (1996) 提出的企業進行外包的動機相符。
二、 企業應如何由『垂直整合策略』調整至『分工策略』?
關於企業由『垂直整合策略』調整至『分工策略』的方法,結合文獻與個案研究的結果,本研究認為應包含三個部分,第一是決定外包的標的,第二是遵循外包的流程,第三是掌握外包的關鍵成功因素。在選擇外包的標的上,企業應將非核心或無效率的值值活動予以外包;而在外包的流程上,有二十一項的程序必須加以遵循。 外包的流程與外包的關鍵成功因素,兩者為一體兩面。
三、 如何進行分工後外包的管理?
關於如何做好分工後外包廠商的管理,本研究獲致的結論包含兩大部分:
(一)、中心思想:企業在進行分工後的管理,必須與供應商構築穩固的關係,經由更好的協調,共同降低價值鏈中的成本,同時持續加以管理。
(二)、具體作法:此包括兩個部分,第一個部分是『建立分工後的管理作業程序』,包括改善作業流程及建立標準作業規範、組織與工作權責調整;第二個部分是『建立中衛體系運作的管理模型』。包括成立外包廠輔導小組主動協助改善外包廠之體質,包括管理、財務、技術、製程、行銷等功能,並透過衛星工廠管理辦法之建立及以衛星工廠聯誼會為溝通平台,使中心廠與外包廠之間保持連繫,發揮互相依賴、庇護、相輔相成的作用。
最後,本研究對個案公司及其他小家電企業提出如下的建議:
(一)、對個案公司的建議
1、慎選有競爭力的外包廠。
2、以平等地位對待外包廠,互相合作、共存共榮。
3、快速落實合約,及標準作業規範,縮短磨合期。
4、規劃導入中衛發展中心所建議的,分工後管理外包的作法。
5、朝OVM的模式發展,研發更高附加價值的產品,以更多的專利,建立競爭障礙。
6、在中國市場重塑並發展自有品牌。
(1)、增加研發資源,積極開發符合中國人消費特點的小家電產品。
(2)、以代理、借牌、併購等方式取得國際品牌,進入中國小家電市場。
(二)、對其他小家電企業的建議
1、當產業具有產業規模大、企業數目多的特徵時,企業採取垂直整合所達成的規模經濟可以藉由產業之間的分工來達成,因此,垂直合策略與分工策略的選擇上,採取『分工策略』是較佳的策略選擇。
2、若企業因公司整體策略的需要,必須進行垂直整合時,必須把握垂直整合的關鍵成功因素(如表5-1)。
3、原本採取『垂直整合策略』的企業,若需要調整為『分工策略』時,在作法上,企業必須審視自身在『產業價值鏈』的地位,找出『核心能力』所在,集中資源予以強化;對於非核心的價值活動,則適當予以『外包』,借由『產業規模經濟』提升效率、降低成本。而為了確保『外包』的作法能夠成功,企業必須掌握外包的關鍵成功因素,選擇優秀的供應商,以公平、對等的合約與供應商建立起長期而穩定的『夥伴關係』,代替過去的『競爭關係』;同時對外包後的供應鏈進行持續的管理,如此才能成功的達成策略轉折的目的。 / To ensure sustainable development of a company, the relevant business strategies should be reviewed and adjusted from time to time, taking into account changes in the industry, dynamic status of competition and the availability of resources. Once the industry has entered the maturity stage of its life cycle, “Product Innovation” and “Process Innovation” no longer suffice the needs of a company to maintain its competitiveness in the market. “Strategic Innovation”, therefore, would be the key to maintain the vitality of an enterprise. “Strategic Innovation” implies the restructuring of value chain. To achieve this purpose, many companies adopt the traditional approach, i.e., vertical integration. With the popularity of the “Core Competency” concepts, however, the management focus has been shifted to “Vertical Disintegration”. Business entities have since paid more attention to achieving a concentrated, efficient and easily-mobile organizational structure, endeavoring to build up the company’s competitiveness by enhancing its key advantages. Value activities which do not involve the core competencies, therefore, are outsourced.
From the existing literature, we can find that a lot of research has been done on both vertical integration and disintegration strategies. Less literature was found, however, about the key success factors for vertical integration, the internal/external factors necessitating strategic adjustments due to relevant changes in the external environment, methodologies for such strategic adjustments, as well as the management direction after the strategic adjustment, etc. In this research, therefore, we shall probe the following issues, focusing on the small home appliances industry:
1. What are the factors causing the shift of business focus from the “Vertical Integration Strategies” to the “Disintegration Strategies”?
2. Methodologies for companies to make strategic adjustments from the “Vertical Integration Strategies” to the “Disintegration Strategies”.
3. Outsourcing management after the disintegration process.
By means of case studies and information integration, we have reached the following conclusion:
I. Factors causing the shift of business focus from “Vertical Integration Strategies” to the “Disintegration Strategies”.
(I) Internal Factors: Vertical integration may lead to a higher integration cost if the company failed to grasp the key success factors in the integration process, particularly if it failed to conduct the integration “within the scope of value activities which may develop into core competencies of the company”.
(II) External Factors: Once the profit generated from the positive cycle of the “industrial economy of scale” has exceeded the profit resulted from the vertical integration, the company will adjust its business direction from the “vertical integration strategy” to the “disintegration strategy”, i.e., outsourcing of business rather than self-manufacturing.
II. Methodologies for companies to make strategic adjustments from the “Vertical Integration Strategies” to the “Disintegration Strategies”.
Based on results of documentation review and case study, we conclude that the strategic adjustments involve three parts: (1) Determine the business items for outsourcing, (2) Follow the procedures for outsourcing, (3) Grasp the key success factors for outsourcing.
III. Outsourcing management after the disintegration process.
Based on the results of our study, successful supplier management for outsourced business involves two major aspects:
(I) Key Business Philosophy: To achieve successful management after disintegration, the company should build up a solid relationship with its suppliers and, through better coordination and mutual efforts, achieve a cost reduction for the value chain. Continuous efforts should be made in managing the outsourced business.
(II) Specific Measures: This also involves two parts: (1) Establishing the “Post-disintegration Management Procedures”, including improved work flow, establishment of standard operational procedures and adjustment of organization and job contents, (2) Building up a management model for the corporate synergy system (CSS).
Finally, we have the following recommendations to the target companies of our case study, as well as other small home appliances companies:
(I) Recommendation to the target companies of our case study:
1. Carefully select the outsourced suppliers, ensuring their competitiveness in the market.
2. Treat the suppliers fairly. Build up a good partnership to achieve mutual prosperity.
3. Implement the contents of agreements and standard operational procedures speedily and effectively to shorten the period of mutual adaptation.
4. Introduce the methodologies for outsourcing management as recommended by the CSS Development Center.
5. Shift the business direction to the OVM model; make R&D efforts on high-value-adding products; build up barriers to competition by acquiring more patents.
6. Rebuild the brand image and develop self-owned brands in the China market.
(1) Increase R&D resources. Aggressively develop small home appliances that can fully meet consumer demand in the China market.
(2) Access to the small home appliances market of China through alliance with international brands, by means of distributorship, license-borrowing or acquisition, etc.
(II) Recommendations to other small home appliances enterprises
1. For industries featured by large scope and number of companies, an “Economy of Scale” can be achieved by disintegration, rather than the conventional way of vertical integration. Between the options of vertical integration and disintegration, therefore, “disintegration” is a better strategy.
2. In the event that a company needs to adopt the vertical integration strategy to meet its overall strategic requirements, the company should ensure that the key success factors for vertical integration are fully grasped (Table 5-1).
3. For an enterprise contemplating a shift from the “vertical integration” strategy to “disintegration strategy”, it should first review its own position in the industrial value chain and identify its core competencies. The company should then focus its resources on enhancing its core competencies and outsourcing the value activities which do not involve core competencies, wherever deemed appropriate. In other words, the company should endeavor to improve its efficiency and lower costs by achieving an “industrial economy of scale”. To ensure the success of outsourced business, the company should also grasp the key success factors for outsourcing, select high-quality suppliers and build up a long-term and stable “partnership” with the supplier by means of a fair and equally-positioned agreement, instead of the “competitive relationship” in the past. Continuous efforts should be made to manage the value chain after the outsourcing to ensure a successful strategic change.
|
6 |
下游異質產品競爭下的垂直整合福利效果分析 / Is vertical integration welfare-enhancing in the presence of downstream product differentiation?黃文嫻 Unknown Date (has links)
本文利用連續寡占模型分析垂直整合對福利的影響,並分別討論垂直整合廠商退出與進入要素市場的情形。過去文獻發現當上游較下游集中且最終財產品替代性小時,如果垂直整合廠商退出要素市場,則垂直整合會降低社會福利。本文發現,當垂直整合廠商可以在要素市場自由買賣時,不論最終財產品替代性高低,垂直整合皆可提升社會福利。這是因為相較於垂直整合廠商退出要素市場,當上游集中度較高或下游產品替代性較小時,進入要素市場的垂直整合廠商將策略性賣出中間財,從而降低中間財價格、增加下游總產量,並提升社會福利。
|
7 |
品質競爭之成本結構變異分析-以國內KTV產業為例陳怡君, Chen, Yi-Chun Unknown Date (has links)
視聽休閒產業KTV是本土近年來新興的休閒娛樂產業,從民國八十年代初期發展迄今,已是一個高度成熟發展的產業,並且朝向多元化服務,例如與唱片業的合作、提供網際網路的服務、線上遊戲娛樂之結合、和協助舉辦大型宴會等。然而,隨著產業界的經營成本不斷的爬升,KTV業者將會如何調整其提供的品質水準是本文的研究焦點。本文內容可以分為四部分。首先介紹KTV產業的發展背景,以及目前各家的經營現況。第二部分整理與垂直差異市場相關的文獻。第三部份應用理論模型以解讀目前KTV業者經營決策。最後則為本文研究的結論並對於模型中尚有發展空間的部分做一討論。
|
8 |
資訊電子業委外設計製造代工之策略研究-供應商之觀點宋國璋 Unknown Date (has links)
隨著科技的持續發展,全球資訊電子業的產值與其對人們生活的貢獻也不斷提昇,而資訊電子業的蓬勃發展和技術的不斷更新,也使得產品的生命週期持續縮短。為了因應市場的快速變化,許多資訊電子業品牌原廠開始將非核心價值的製造活動外包,以取得較低的成本與較佳的靈活度。許多專業製造代工廠商也因此應運而生,如SCI、Solectron..等EMS(Electronics Manufacturing Service:係指專業的資訊電子業製造商,本身並不涉入產品設計。EMS廠商的產品設計,元件的選用,及生產製造的規格皆遵照品牌原廠的原始設計,本身僅從事產品的生產與製造。)及其它專業製造代工廠商,以自建廠房或是向品牌原廠購入工廠的方式,建立龐大的產能,並提供品牌原廠全球製造及交貨的垂直分工服務。
在科技及產業環境日趨成熟,及新科技的不斷開發之下,資訊電子產品的主流也由辦公室用走向家庭及個人用的消費性電子產品,而複雜的系統與功能,及全球化的趨勢,也使產品的開發由以往的品牌原廠內部垂直整合解構。全球化也使得資訊電子業各個產品之間必需透過一定的協調機制,以確保各產品間,以及產品於不同地理位置的系統相容性。透過協調機制的產生,與因應產品的多樣性與上市時程(Time-To-Market)的市場需求,品牌原廠的外包策略也產生了改變,由原先的單純委外生產製造(Original Equipment Manufacturer ,OEM:係指資訊電子業製造商如EMS及其它從事相同活動的廠商,或指品牌顧客將產品委外代工給專業生產製造廠商的行為,OEM廠商的製造商品牌不會出現在品牌顧客的產品外觀上。),升級到委外產品設計與製造(Original Design Manufacturer, ODM:係指資訊電子業設計製造商,具有提供產品設計,產品軟、硬體元件的選用,及生產製造服務的能力(名詞)。或指品牌顧客將產品委託給資訊電子業設計製造商,以進行產品的設計及生產製造的行為(動詞)。ODM的製造商品牌不會出現在產品上。),以擴大產品研發資源,增加產品的種類及上市速度(Time-to-market)的競爭力。ODM廠商與品牌原廠之間是能力互補基礎下的結合,由於合作係在創造垂直分工的效益,互惠的目標則在增加各自在彼此產業中的水平競爭力。ODM廠商對產業的影響力來自於提供有競爭力的產品能力,並可透過ODM業務的承接,形成全球產能的佔有率,並透過規模與範疇經濟的追求,提高品牌原廠的依賴程度(陳振祥與李吉仁,1997)。
品牌原廠可以藉由委外設計製造代工的事業模式(Business Model)而將其經營的風險與固定資產支出,也就是交易成本理論的專屬性資產的風險,轉嫁到ODM供應商的身上。對ODM廠商而言,加入ODM的事業模式也就承接了這個轉嫁的風險,同時又增加了被品牌原廠轉單的關係風險,因此,會力圖降低與規避這個風險,並提高品牌原廠的轉換成本與對本身的依賴,以求取事業的長期穩定性。本研究首先將探討ODM的外部環境條件,亦即,在品牌原廠與代工廠商皆有意願從事ODM合作模式的假設之下,什麼樣的產業及科技的外部環境條件,會讓廠商認為風險是可控制的,並願意投入成為ODM供應廠商。透過文獻探討及產業分析,本研究指出長期穩定的ODM合作模式需要以下的外部必要環境條件:
(1)該產業處於產品生命週期的成熟期
(2)該產業並非由品牌原廠垂直整合,而有獨立的主要系統元件供應商提供產品與服務
(3)該產業有明確、公開而統一的產業標準(通用的產品規格、測試與認證的標準與機制)
在品牌原廠委外代工由OEM轉變為ODM的過程中,顧客與供應商間的關係產生了極大的變化。此外“品牌原廠-供應商”的對偶(Diode)關係,因ODM廠商的加入而發展成為發展為“品牌原廠-ODM廠商-供應商”的三元關係(Triad)。這個三元關係其實是三個相關的對偶關係(“品牌原廠-ODM廠商”、“ODM廠商-供應商”、及“品牌原廠-供應商”)的組合,許多的研究已分析了“品牌原廠-ODM廠商”的對偶關係,本研究則加入供應商的觀點,以更完整的角度來探討ODM合作模式。在ODM的合作模式中,產品設計及軟、硬體主要元件選擇的決策權力開始分散,不再被品牌原廠單獨控制,而會由ODM廠商與品牌原廠作某種程度的分享。而元件的決策者與使用者又未必是同一個體(不論元件選擇的決策模式如何動態變化,ODM廠商都是實際上的元件使用者),此外,每個成員可以參予多個網路關係,而同一個個體於不同的網路關係中可能擁有不同的決策權力,也使得一個單純的顧客與供應商間的關係複雜化。對供應商而言,不論“顧客-供應商”的關係如何變化,最終目的都是使得本身的產品被使用,因此,必需了解這個關係,並明確定義出元件的決策者,及角色的動態變化,成為行銷的依據。而在從事產品研發時,ODM廠商所面對的情境是不同於品牌原廠的內部團隊的,分析及了解這個情境的變化,並提供適當的解決方案(Solutions)給顧客廠商,就成為供應商產品規劃的重點。
透過以上的研究及分析,本文的研究的目的在於對ODM合作模式做更完整的研究,並以供應商觀點提出一個供應商的行銷策略的建議,包括了(1)關係:透過與品牌原廠及ODM廠商的關係行銷及與顧客廠商的長期產品規劃,以強化三位體關係的穩固、(2)整合:透過內╱外部垂直整合,以協助顧客廠商及時上市(Time-To-Matke) 、(3)差異化:透過產品組合的彈性,提供顧客廠商多樣化的選擇,並建立差異化。亦即,供應商如何透過這三個角度,形成一個宏觀的角度及思維,提供適當的產品組合以滿足品牌原廠委外ODM代工的目的,並協助ODM廠商滿足品牌原廠的需求,而確保這個三位體共同成功。 / With the continuing breakthrough and development, The Information Technology Industry has been keep enhancing its importance and contribution to our life. Due to the fast growing and changing market demand, the life cycle of IT product keep shrinking, and many Branding company in this industry started to out-source the non core-compentecy value activities, to change for lower cost and better agility. Those manufacturing house like SCI, Solectron… etc started to engaged into the EMS business segment (Electronics Manufacturing Service, the dedicated manufacturing house. EMS only focus on production, and follow the specification from the Branding company in terms of product design, compoment selection and production specification) by either building its own facility or thru acquisition from the branding company, thus, build-up a huge manufacturing capabity around the world to provide professional manufacturing service.
In accordance to the maturity of technology and industry environment, and also the new generation technology development, the mainstream of IT product has been expanding from office area to home and personal appliance. And, the trend of globalization and the complication of system and function also helped to the dis-integration of completely in-house product development by the same company. Globalization also enhanced a universal coordination mechanism to snsure the compatibility in-between different product and geographical location. Thanks to the universal coordination mechanism, globalization, and dynamics of the market, the out-sourcing strategy hand also enhanced from OEM (Original Equipment Manufacturer, with similar definition of EMS) to ODM(Original Design Manufacturer, when the service not only including pure manufacturing, but also the product design, component selection and decision) , in order to expand the resource pool of product development, and thus enhance the product development cycle time (Time-to-market) and also the product offering.
The ODM engagement is in the base of complementary between the branding company and the ODM house. Thru the cooperation, vertical dis-integration of value activities has been created, thus, enhance the competitiveness of both parties in its segment. The value of ODM house is to provide competitive design and manufacturing capability, and to increase the reliance of the branding company thru its economy scale (Chen and Lee, 1997). The branding company can, however, transfer the operation risk and the investment of fix asset to ODM house, thru the ODM business model. Therefore, it can transfer the risk of the propriterary asset under the transaction cost theory to the ODM house. For the ODM house, entering into ODM business model represent it is carrying this transferred risk, and with addition risk of order transfer to different ODM house from the branding company. Therefore, the ODM house will try its best to reduce this risk and creating a transfer cost of the branding companyi in order for long business stability.
This research will first study the exterior environment condition of the ODM business model. Meaning, under the assumption of a strong wiliness from both the branding company and the ODM house, what kind of exterior industry and technology condition will make the parties conclude that the business risk are under control and willing to take action and entering into the execution. Thru the bibliography research, this research concluded the necessary exterior conditions of a long term and stable ODM business engagement are :
(1) Such industry are in the mature phase of its life cycle
(2) Such industry are not being integrated completely by the branding company, and full of independent main component suppliers to provide component and service
(3) Such industry has a clear, public and universal industry standard, including product spec, and the mechanism for product testing and certification
The “customer-supplier” relation has changed during the migration from OEM to ODM business model. This diode relation has actually changing into a “triad” relation (“branding company – ODM house – supplier”) as the ODM house has joined the loop
This triad relation is actually a comination of three diode (“branding company – ODM house”,”ODM house – supplier”, “branding company – supplier”). There were many research in the past addressing the diode of “branding company – ODM house”, this research will counting into the view point of the supplier, for a more completed ODM business model analysis.
In the ODM business model, the decision power of product design and component selection has been expanded from the branding company to the ODM house or a join decision. However, this time the decision maker and the user of main component may be different (In any case of component decision maker, the actual user are always the ODM house). In addition, each party can participate into multiple networks, and one party may be owning different level of ruling power in different network, these has all contributed to a complicated relation. For the supplier, first it is vital to understand the change of business model, defining the ultimate component selection decision maker, and the dynamics of each role, so as to define an associated marketing strategy. Second, the ODM house are actually facing a very different environment and scenario of product development, comparing to the in-house product development team of the branding company. A good understating of this environment and scenario change are also necessay to help the supplier for product and solution planning.
The objective of this research, is to study the ODM business model, and to generate a marketing strategy for the supplier including the focus of
(1) Relation : Thru the relation marketing and good roadmap alignment with the branding company and the ODM house, to enhance the triad relation and its robustness.
(2) Integration : Thru inter/outer integration to help the customer for time-to-market
(3) Differentiation : Thru the flexibility of product combination to give multiple choice to the customer, and thus help to build up differentiation.
In conclusion, from the three angle above, the supplier can make a suitable product offering in according to the ODM business model. And to support the ODM business model and also push for a “win – win – win” situation.
|
9 |
企業垂直整合與動態能力關聯性之分析-以台灣小尺寸TFT LCD產業為例蔡明宏 Unknown Date (has links)
TFT LCD產業已成為台灣繼半導體產業後第二個非常重要的科技產業,從世代廠的競賽到各種新技術的突破,台灣的面板廠不斷成為國際間科技新聞的焦點。在激烈的競爭環境下,各面板廠無不努力進行垂直整合以提升其競爭優勢,故龐大的供應鏈群落在台灣的西半部形成。除了大尺寸的面板競爭激烈外,小尺寸面板需求也由於一線手機大廠逐漸釋放OEM與ODM訂單而快速的提昇,其競爭也逐漸白熱化。
惟手機市場變動非常劇烈,長期佔據世界第二的Motorola市場佔有率由2006年的21%急降到13.9%,Samsung取而代之,Nokia則持續的拉大與第二名的距離。而大陸白牌手機市場在2007年急劇成長,但在2008年Q2以後,因官方的政策打壓造成市場快速的萎縮,形成許多供應商產能嚴重閒置與高額物料庫存。
企業如何在此劇烈變動的產業環境下維持其競爭優勢?企業的垂直整合程度高低與動態能力的關連性為何?為本研究所探討與解析的議題。本研究希望藉由五力分析架構來瞭解台灣小尺寸面板產業的現況,並藉由動態能力的各項指標來檢視台灣垂直整合強弱不同的企業,觀察其動態能力與垂直整合程度的關連性,並供業界策略運用上的參考。
|
10 |
論台灣地區有線電視「垂直整合」問題及其規範--以「斷訊」爭議為核心官智卿, Kuan, Chih-Ching Unknown Date (has links)
有線電視垂直整合在營運上的高度效率,使其成為強勢市場潮流。就經濟效益而言,業者透過垂直整合可將「交易內部化」,為其上下游相關業者帶來高度的互利。只是,「垂直整合」事業本身雖可達到高度「內部」經濟效益以及部分外在附加價值,但就「整體經濟」面觀之,這些整合事業透過內部補貼的方式,卻可能造成「外部」上、下游市場俱遭封鎖;尤其當垂直整合事業又具備「獨占」實力或者已為獨占事實時,其「限制競爭」的效果將可能獲得高度擴張,以致嚴重排擠其他競爭者,並損害市場交易秩序及消費者權益。
觀察歷經幾番整合後的台灣有線電視市場,除了平日就在上演的「聯賣」、「統購」、「蓋台」、「併頻」等戲碼,每到年度換約時期,「斷訊」事件更是層出不窮。深究亂象叢生的原因,主要是由於財團勢力介入有線電視的上下游相關產業,並運用其獨占力量壟斷了市場的正當交易行為,以致產生了明顯的市場排擠效應,媒體秩序也多所鬆動,因而限制競爭與不公平競爭的個別行為層出不窮。更甚者,在這樣不均等的產業結構之上,根本難以反映出「多元」的媒介內容,媒體公共空間被財團擠壓,而人民言論自由的基本權利也隨之萎縮。因而,政府有必要介入管制,以維持各競爭力量的平等競爭關係,並保障人民基本權利與收視權益。
本研究發現,在有線電視「垂直整合」勢力的擴張過程中,以概觀而論,同時擁有頻道及系統通路的集團,對於事業體之外的未整合業者將可能發揮「拒斥」(或封鎖)作用,產生嚴重的排擠現象;同時,這些整合業者具備了違反「優勝劣敗」原則的條件,可選擇優先販賣自己的產品。在這樣的情勢中,沒有通路的頻道商,在頻道大戰中,往往只得任由有垂直整合關係的業者擺佈;而沒有雄厚財力作後盾的有線電視系統,多半也只能以合併股權或賣斷的方式尋求出路,結果仍難逃被財團兼併整合的宿命。
在對消費者的衝擊上,隨著有線電視「向前及向後垂直整合」的積極運作,多頻道商之間的傾軋也愈演愈烈,「斷訊」成為業者間的主要抗爭及談判手段,而消費者成了業者鬥爭下的犧牲品,每每必須忍受頻繁的斷訊干擾。另方面,財團業者透過所有權的控制,還可以進一步達成資訊控制的可能性,如此,不同族群、文化品味、意識型態者,將無從經由媒體發表意見或增進溝通;而民主社會中多元的、競爭的、開放的自由決策模式將消失殆盡;媒介公共領域與言論自由的建構,在媒體交相整合的遊戲規則中將變得弔詭而難辨,也將無從體現。
在相關法律規範方面,由於我國有線電視相關產業的發展遠遠早於法律規範的時程,因此即使立法當時訂定了詳盡的規範條文,卻也已泰半失去了引導的作用,往往還得以「就地合法」或者「避重就輕」的姿態向現實靠攏,接受業界既有生態。此外,多數相關法律的準用範圍及管制密度都有相當的侷限,在規範的過程中履次出現適用性存疑的窘境,法外空間無形擴大;而主管機關往往有決心不足或者立場傾斜的狀況發生,徒然有法律卻未貫徹其執法能力,常是一味尊重市場機能,放任其自由競爭,結果終致市場壟斷、垂直整合愈演愈烈,而收視戶在系統與頻道的頻繁斷訊衝突中,更成了主要的受害者。
事實上,「有線廣播電視法」的修法及「衛星廣播電視法」的立法,皆致力於防堵財團進行垂直整合。只是,相關財團業者卻仍可在「合法」的基礎下,以其水平挾帶垂直整合的強大威力橫行於有線電視上下游;並且透過統合上、下游市場的強大力量,作出不當的價格決定,以此迫使其餘未參與整合者加入整合或退出市場。
由此觀之,我國嚴重的「線纜糾結」在短期內恐怕難以獲得有效的解決;而面對如此惡質且「頑強」的有線電視生態,政府更應及時並積極地介入市場規範並調整產業行為,以免又失去了管制的適當時機,重蹈過去一再「亡羊補牢」的消極模式。
|
Page generated in 0.0332 seconds