聯發科山寨策略成功秘訣 / None

資源與能力薄弱的新興國小型後進廠商，為何能超越歐美先進廠商搶佔新興市場？在此研究動機之下，本研究透過質性研究之紮根理論，利用次級資料、廠商訪談、通路觀察等方法，收集產業體系、創新平台、經營環境等背景因素，以及產品/廠商定義、競爭優勢、創新特性、廠商樣貌等資料，解析中國手機產業之山寨廠商創新模式，並經由汽車、筆記型電腦等跨產業應用個案之對照，藉以延伸從創新獲利（Profit from Innovation）、顛覆式創新（Disruptive Innovation）、後進廠商（Late Entrant）的理論架構，作為新興國家後進廠商發展創新事業模式的思考架構。 本研究發現：山寨模式能迅速、持續地佔有新興市場，關鍵在於價值活動重組、垂直聯盟、市場試驗。首先，透過「重組價值活動」，在既有產業體系的邊陲地帶建構獨特的價值網絡，以提升市場反應速度、塑造成本優勢、調適不同作業流程。其次，在爭取生存空間的前提下，各自發揮核心能力，合力建構共同創新的「垂直聯盟」，彌補自身資源、能力的不足，並分散技術、市場風險，與機動形塑組織樣貌。再者，透過多樣化、高性價比、快速反應市場的產品，進行「市場試驗」，從動態、模糊的利基市場出發，逐步前進主流市場。 / Why the overall market shares of international companies in the Chinese market dropped from over 90% in 2000 to under 50% due to competitions from local brands and Shanzhai phones? Why Nokia, the company that dominates the Chinese and Indian mobile phone markets has a 60% market share in India, but less than 30% in China? The key to this difference lies in differences in degree of industrial system development, resulting in varied market competition conditions. In recent years, through the “simplicity/reduction/ frugality” Shanzhai model, small local companies have dominated the local market and replaced the local brands under active government promotion. The products have been exported to India, Southeast Asia, and other emerging markets, making MediaTek Inc. one of the world’s top 5 IC design companies as well as the rapid development of the “Shanzhai model” in other sectors. Many firms now attach great importance to the challenges and underlying business opportunities ahead. The Government in Mainland China even changed from initially rejecting the idea into positioning it as the “primary innovation” for underdeveloped countries. So, is “Shanzhai Model” a speculative bubble from the underground economy of the emerging markets or is it a unique and innovative business model or a competitor that deserves firms’ attention? Most people raise questions over its sustainable business development from perspectives of copying, illegality, and hit-and-run. However, for more than four years since its development (specifically since the emergence of Shanzhai phones in the Chinese mobile phone market in 2005), there has been considerable increase in growth and market share (i.e., over 30% market share in 2008). In view of some firms’ successful transformation into the leading local brands (such as Tianyu, Beijing), interdisciplinary development (T.V., notebook computer, automobile, T.V. programs), etc., by analyzing the innovations in development strategies will perhaps help solve the puzzle of their competitiveness. The Shanzhai model is defined as “The flexible use of capabilities and resources in and outside the organization not bound by organizational boundaries through industrial vertical alliance of new firms in emerging countries. In consideration to Price-to-Performance Ratio, in order to reduce costs and enhance the target of customer value perception, accept or reject product features freely, quality (lifespan, safety), intellectual property, brand, taxes, and breakthroughs in consumer income, region, and time. Moreover, through consumer information feedback, products are quickly adjusted to meet consumer needs, surpass advanced American and European firms, gain entry in the “good-enough segment” market, and in turn create revenues. In view of the practical implications, this study is expected to shape two dimensions including the capability of the “Price-to-Performance Ratio” in reducing costs and the speed of market response through interviews with middle stream and downstream mobile phone, automobile, and notebook PC firms in the Greater China Region in order to analyze the strategic alliance underneath Shanzhai firms in Mainland China and the possibility of long-term survival. Theoretically, the literature reviews cover firms with abundant resources and capabilities in process innovation and complementary assets according to Christensen and Rosenbloom. Based on the value network perspective, although first movers with inferior technology defeat the leading firms that chose the existing major clients over the opportunity to invest in the latest technology and the late-entrants succeeded at the expense of the established firms. Therefore, the focus lies in resolving the established firms’ management agendas in response to disrupted innovation while research cases and the late-entrants’ framework of thought are relatively scarce. Therefore, the innovative business model for late-entrants of emerging countries shall serve as basis in exploring the late-entrants with scarce resources and capabilities and how they surpass the first movers in the emerging market. The vertical strategic alliance framework will be elaborated. The key to the first movers’ success is further discussed as basis for the late-entrants’ framework of thought in the innovative business model. The existing literature generally attributes the success of attackers to the failure of first movers. First movers’ failure to cultivate process capabilities (Abernathy & Utterback, 1978, 2004), inability to secure technological appropriability, lack of complementary assets required for commercialization (Teece, 1986, 2006), restrictions of sunk costs (Richard A. D‘Aveni, 1994), or limitations in investment decision making due to considerations of the existing mainstream customers (Christensen & Rosenbloom, 1995) gave the attackers the chance to flourish. Although we know the reasons that contribute to the first movers’ failure, we are unable to find out the secret to the innovative attackers’ success. Just as Jacobides, Knudsen and Augier (2006) mentioned, in order for firms to derive profits, other than taking appropriability of value into consideration, the creation of value is also worth noting. Also, Teece et al. (1997) believe that in terms of privately owned resource creation, discovering new opportunities and efficient and effective organization to seize the opportunities are of fundamental importance rather than engaging in strategies that cause competitors to lose balance or increase costs, or barricading newcomers. In order for attackers to surpass the first movers, it takes more than beating the opponent that has made mistakes in the competition; it is the innovative business model that has created higher values for the customers. Therefore, in order to find answers to the outcomes, we must first review what mistakes the first mover has made and analyze what the attacker has done right. In addition, Teece’s PFI (1986, 2006), Christensen’s disruptive innovation (1995, 1997, 2003, 2004), and the victory of attackers’ in emerging countries and related literature mostly focus on the organizational level rather than analysis on industrial level. Most of them interpret the success of the attackers from the internal organization perspectives. And analysis on attackers’ good use of the industrial system despite their lack of resources and capabilities is not much covered. Although the Shanzhai model has been under development for a very long time, the real concern for all fields originated from China’s mobile phone industry.Shanzhai firms of mobile phones, automobiles, and notebook computers in China have been selected as the study objects. The main purpose of this study is to explore the late-entrants in emerging countries that are seemingly counterfeiting and lack innovation by analyzing the development strategies of Shanzhai firms in mobile phone, automobile, and notebook computer sectors in Mainland China and the reason why they grow year after year. Since analysis on the development of the underground economies of developing countries is involved, in the absence of credible information, the study has established its research validity through three different data. First of all, secondary data, media reports, and related reports of companies and research units were collected to gain a preliminary understanding of the industrial environment, market development status, and strategies and actions of firms. Secondly, in order to overcome factors such as Shanzhai firms’ covert action, concealed information, and differed strategic types, and avoidance of information from single source that result in “taking a part for the whole” and bias, the researcher scheduled interviews in Beijing, Shanghai, and Shenzhen China for a period of one week to half a month in Auguest 2006, June 2007, September 2008, November 2008, September 2009, and October 2009 and non-structural interviews by telephone interview. Presidents GMs, R and D vice presidents, business vice presidents, and marketing managers of 55 enterprises and units including 94 component manufacturers, design centers, assembly manufacturers, retailers, think tanks, and private equity firms were interviewed (136 interviews). In terms of analysis, this study focuses on industry in order to enhance the practical application value.In data analysis, we used the grounded theory techniques, and through three steps of analysis focusing on market competition dynamics, relative competitive advantage and innovative model respectively, we gradually uncovered the phenomenon and reasons why Shanzhai firms can build a strong presence in the emerging market. In view of Shanzhai firms’ innovative model of mobile phones, notebook computers and automobiles in China, three keys are summarized including: value activity restructuring, vertical alliance and market testing. (1)Value Activity Restructuring Due to failure to smoothly enter the global production network dominated by U.S. and European first-movers, the Shanzhai firms constructed a unique value network at border areas of industries through value-activity restructuring by using the industries’ existing infrastructure, gathering other industrial minority firms and expanding operation scope to make up for partners’ lack of capability. (2)Vertical Alliance Contrary to the global production networks under the dominance of U.S. and European firms., Shanzhai firms survived by means of their core abilities and collaborated to build a common innovation platform to make up for their own lack of resources and capacity. (3)Market Testing To conduct market testing of their highly diverse, high performance-price products to respond quickly to market changes, Shanzhai firms started in dynamic and ambiguous niche markets which first movers typically ignored to gradually move to the mainstream market. In exploring the process and the influencing factors of the dynamic reorganization of Shanzhai firms’ value activities, this study may compensate for the lack of business model in Teece’s PFI structure on the relatively static description of complementary assets. Moving the focus from technology to business model, this study, besides supporting the Christensen’s value network and disruptive innovation viewpoint, replaces the traditional and rigid market prediction model or reliance on business leaders’ wisdom by exploring the emerging dynamic markets by launching a range of high performance-price products to test the market and respond to market changes. Meanwhile, the study of the innovative business model of attackers in emerging countries adds another perspective to first movers’ failure stressed by Teece and Christensen. According to research by Bhattacharya & Michael (2008), Zeng & Williamson (2008), and Kim (1997) that focused on scientific and technological imitation, innovation strategies, and innovative types of less advanced countries’ late-entrants, this study suggests that manufacturers with weak resources and capabilities utilize the existing industrial system and build an innovation platform of the unique value proposition to create competitiveness through integration. It is found in this study that due to diverse industry features, the same innovation model may face different challenges in cross-industry applications. As most existing research work focuses discussions on the firm- or national level, this study suggests researchers ponder on the industry level related research.

臺灣半導體產值已佔全球半導體產值的百分之二十，而臺灣IC設計產值亦已佔全球第二位之重要位置，然而現今在全世界之市場、產品定義、及產品規範都掌控於歐美世界大廠之手，臺灣IC設計產業如何擺脫低價競爭之厄運，甚至有時就算低價競爭，也無法在歐美IC設計大廠已攤平開發成本下，在價格上取得任何優勢；因此在原有臺灣IC設計產業舊有之經營模式，大陸山寨市場提供一個絕佳從資通訊產業上、中、下游之產業鏈重組之模式，臺灣IC設計產業因此在經營模式上必須找出一可以創造產業鏈上、中、下游多贏之經營模式。山寨手機是目前相當成功的一個案例，也創造出一個華人市場特有的手機產業鏈模式，因此此一成功案例也成為目前臺灣IC設計產業最想複製並找出其中致勝之道。 本研究主要探討之問題有四：晶片設計產業，在擴散其核心競爭力時，往往是跨產業別之新的開始，應考量之要點為何？ 為切入成熟市場，新的晶片設計公司從”邊陲市場”切入該產業時，產品需提供何種差異化?需提供何種服務並如何取捨? 晶片設計公司原本為腦力密集產業，強調是小而美；然而面對現今山寨產品之風行，山寨系統廠將營運重心轉往銷售及量產管理，則晶片設計公司在組織上如何因應此種產業分工之改變? 晶片設計公司之核心能耐擴展，在山寨市場所需具備之條件為何？ 本研究主要藉由策略與組織、技術能力、與市場因素三個構面做為主要分析架構。由三主要架構再細分各架構之變項，在策略與組織中，共有企業經營團隊、核心競爭優勢、組織架構、及網絡定位等變項；在技術能力中，則有過去所累積之產品開發經驗、內部知識傳遞之效率、外部可利用之資源網絡、產品開發管理制度、組織學習能耐及企業之知識管理系統等變項；在市場因素中，則有市場需求之變化、產品行銷、產業合作網絡、及政策因素。 本研究所獲得之研究發現則針對於策略與組織、技術能力、與市場因素此三構面分別描述如下： 一、 在IC產業擴展產業別時，穩扎穩打以鞏固進入產業核心競爭力之根基為企業領導者之主要任務，因此循序漸進為較適當之策略展開作法。 二、 IC設計公司為對客戶提供更多的服務，且面對新的挑戰時，從現有組織分出一獨立組織，或是在公司內部創造出新的組織結構，以便重新定義新流程或定義新的工作型態。 三、 當IC設計產業為因應山寨產業之生態，若需跨足原先IT產業分工中，屬於品牌廠所需負責之工作時，因財務之負擔，必須審慎以對。 四、 企業以”邊陲進入”之模式切入成熟產業，若在硬體平台相類似下，僅以低成本之差異，但無法取得消費者在其他產品特性方面之認同，則將難以形成產品認同。 五、 企業在跨入其他產業時，利用購併之方式快速取得核心技術，重新定義新任務所需之流程及價值觀為首要任務。 六、 技術追隨者在進入市場時，選擇以”邊陲市場”進入為一正確之選擇，然而利用”五力分析”分析市場競爭者之動態，隨時調整本身策略為更重要之功課。 / According to the market report, 20% market share of world wide semiconductor market is supplied by Taiwan’s companies, and the total market share of Taiwan’s IC design house is ranked as second within world wide IC design companies. But until now, all of the product definition and product specification are dominated by USA or Europe companies. Even to offer the price competition strategy to the target market, sometimes Taiwan’s IC design house also cannot break even by the traditional quickly follower business model. China market offers a good market, which is different with the traditional business model, to re-organize the business chain, and we called it as “Shanzhai” market. Taiwan’s IC design company could define a new business supply chain to win back some market share within the mature market. “Shanzhai” mobile phone market is a successful case, and it also create a special business supply chain within Chinese countries. Based on this successful case, other Taiwan’s IC design companies also want to analyze and find out the successful business model. Within this research, there are four questions should be covered, and shown as below.  Within the IC design industry, what’s kind of consideration should be discussed when it try to expand it’s core competition?  When a new IC design company want to cut in a mature market, what’s kind of service should be considered except the product differentiation?  IC design house is a high technology company and focus on small size but with high quality engineers. If IC design companies tried to target on servicing the “Shanzhai” market, they how to re-organize the traditional organization to meet the different models with small quantities business models.  To expand the IC design house core competition for servicing “Shanzhai” market, what’s kind of conditions should be prepared? Within this research, it consists and discussed from three dimensions which are strategy and organization, technology capability, and market factors. Under the three dimensions, there are some detailed key factors should be covered. Under the strategy and organization, it should cover company management team, core competition analysis, organization structure, and the position within the supply chain. Under the technology capability, it should cover the product development experience, the knowledge communication efficiency internally, the learning capability of new technology, and knowledge management system. Under the market factor, it should cover the analysis of market demanding, market promotion, business cooperation, and policy consideration. By the three dimensions(strategy and organization, technology capability, and market factors), this research have the following finding. 1. When the IC design company expand it’s core business, it is better to expand the core business sequentially as it’s strategy. 2. In order to provide more new services other than traditional services of IC design company, the IC design house is much better to organize a new supporting organization or re-organize a new section to support to re-define the working SOP or define a new working model. 3. In order to service the “Shanzhai” market, the IC design company may involve the service of traditional brand name company’s business. The financial burden is a critical issue should be considered at first. 4. When the IC design house tried to step into a mature market as technology follower, it should try to find other differentiation point other than lower price only. 5. When the IC design house try to merge other IC design company for quickly step into a new market, the first priority is to re-define the new working SOP and target task for new group. 6. The technology follower select a second/or third priority market as their target market is a correct selection. But the most important is to adjust the own strategy dynamically according to competitor’s status.

近幾年由於「山寨手機」的興起，吸引了大家對於山寨產品的注意力，改變了一般民眾對山寨產品的想法，然而，山寨手機的出現，已經不單是一個社會的獨特現象，它更影響了手機產業供應鏈的生態。因此本研究透過個案研究方法，以B公司做為研究對象，從收集的初級及次級資料中，利用SWOT分析與五力分析作為分析方法，試圖回答下列兩個問題：（1）瞭解「山寨產業」對於PCB產業有何衝擊？（2）面對「山寨產業」的衰退，台灣PCB廠商應如何因應？ 本研究發現，由於B公司初期的企業能力能夠滿足山寨手機的需求，因此能夠在山寨手機興起時從中獲利，然而，隨著山寨手機產業的衰退，本研究認為B公司須採用下列策略因應：（1）淡出山寨手機供應鏈，不再陷入削價競爭的窘境，將目標客戶轉為「白牌手機」廠商，（2）善用大陸市場與低價勞力，由於大陸市場已經從「世界工廠」轉變為「世界市場」，為了服務廣大的消費者，國際大廠紛紛在大陸設立據點，因此B公司應繼續增加昆山廠的生產線，同時，（3）要提高手機用PCB的研發費用，由於傳統山寨手機產業已經衰減，新的需求轉向高階智慧型手機，因此B公司必須手機產品主力從低階四層板，提升為高階的HDI板，除了可以回應智慧型手機的需要外，也慢慢將目標客戶轉移至品牌手機廠商。 本研究主要貢獻是提供企業深入了解山寨手機對手機產業供應鏈之影響，雖然仿冒抄襲是一個新興產業成長的必經之路，然而大陸的山寨手機產業所產生的影響不容小覷，因此本研究以一個曾經受惠於在山寨手機的PCB廠作為研究對象，試圖提出面對後山寨時代的來臨，企業應該用如何回應。 / The rise of bandit mobile phone industry has attracted people’s eye and change people’s mind on bandit products. “Bandit” is not just a unique social phenomenon, but an impact on the outside environment of mobile phone supply chain. This research used case study to investigate the B company, a Taiwanese PCB company as our research object. We utilized SWOT analysis and Porter’s five force analysis as tools with our primary and secondary data to clarify the following two questions: (1) what the influence did bandit industry arise on the PCB industry, and (2) what is the PCB company’s strategy when facing downturn of the bandit mobile phone industry. Our study has found that the B company’s capability matched the need of bandit mobile phone industry at the early stage. However, with the industry declined, we suggest the B company should adapt the following strategies in order to maintain its profit: (1) fade out from bandit mobile phone industry, and turn to white-box mobile phone industry; (2) take advantage of cheap labor cost in China and extend existing production lines; (3) enhance the R&D investment on mobile phone PCB. The major contribution of this research is to help firms understand the influence of bandit mobile phones on mobile phone’s supply chain. Although copy is the necessary evil in the developing industry, however, the impact from it still can’t be ignored. We choose a Taiwanese PCB company, which has been benefited from bandit mobile phones, as our case to identify what’s next for the PCB companies in post bandit mobile phone age.