WEEE(廢電器及電子設備指令)對歐盟手機產業售後服務之影響 / Given the rising consciousness for environmental protection, the majority of countries in the European Union (EU) have adopted the Waste Electrical and Electronic Equipment (WEEE) Directive. The Directive tackles a fast increasing waste-stream of electrical and electronic equipment (EEE) and reduce the amount of this waste going to landfills by improving reuse, recovery and recycling rates under the principle that the "polluter should pay". The main conclusions of this research are as follows: 1. If the mobile phone industry follows its traditional after-sales service model, WEEE had a significant impact on the cost of after-sales services, dropped gross margins, added uncertainty to the collection period, changed the cost basis, and raised the percentage of overall costs for after-sales services, and cost percentage of transfer price would also increased. 2. The MDRS (Mobile Device Recovery Solution) model for dealing with such problems provides a feasible solution for the mobile phone industry, but need to be refined to improve results. 3. The mobile phone industry is now driven to a large extent by fashion and design, but this creates a conflict in designing mobile phones between easy assembly and disassembly of tailored items with the needs for environmental protection and after-sales service needs. Research on this conflict can offer the mobile phone industry valuable insights for developments of newer models. 4. Although this research proposes MDRS model, it can only be put into practice based on the combined values of the price of the platform and the charges of Operators. The final calculation of the price of mobile phones and the generation of rental rates for consumers, as well as the revenue allocation between Operator and Brand can only be worked out by the two working together in concert for mutual benefit.

掌上型電腦與智慧型手機產業之總體發展　以Palm Inc. 為論述主體 / The earliest concept of PDA can be seen in one of most popular TV fictional series “Star Trek” back in 60’s. However, PDA was not available for general market until 80’s and it didn’t become popular until early 90’s. During the revolution of the PDA, the so called definition of PDA has also been differed from one’s point of view to another. Apple Inc. was the very first company to realize this concept of PDA to market. However, Palm Inc. is most regarded as the founder of this emerging industry. During the nature of this competitive segment, Palm Inc. is now recognized from the leader of this segment that Palm created to the follower in less than15 years. The objective of this study is to determine the factors that impact the PDA/Smartphone industry. While these impacting factors can be further classified into Macroeconomic and Microeconomic aspects, the indexes of NASDAQ and the rival company Research In Motion (RIMM), are selected as variables to study the effect on Palm Inc., while Palm Inc. is selected as the benchmark for the overall PDA/ Smartphone industry. Market dynamics of PDA/Smartphone industry will be then discussed both in enterprise and consumer markets aspect, as well as future trends and limitations will also be elaborated with suggestion of future research directions on this PDA/Smartphone industry.

對於企業評價通常需要採取四個重要的步驟。首先是了解公司的實質營運狀況，包括對於公司的產業、競爭地位與公司策略。這些產業的資訊會結合公司的財部報表去推斷未來的公司營運。其次是根據過去的來估公司盈收能力以及財務狀況。第三，因為在台灣缺乏夠多的相似公司來做比較所以本研究採取自由現金流量折線模式來做股東權益的評價。如果對於公司能夠有深入的了解可以幫助評價的品質。最後是根據產業分析以及企業評價作出經營或是投資的決定，以增加個案公司未來的價值。 在本論文中提出一企業評價架構，而個案公司以此一架構來驗證其正確性。共有六個關鍵的區塊來實踐此一架構，其中包含了產業分析、會計報表分析、財務分析、競爭策略分析、預測未來營運以及企業評價等。值得注意的事，這六個區塊彼此相互影響。 本研究的企業評價最主要的應用為選擇股票，股票分析師在市場中，希望根據本身公司股價或是其他相似公司的股價，找出被正確、高估或是低估的股票。企業評價的工具更可以用來評估公司的重大營運決定，例如購併、收購、部門撤資、部門分割、管理買下以及槓桿買下。此外一個關心股東權益價值最大化的公司也可以利用此一評價工具評估其他的策略替代方案。 / For business valuation, there are four necessary steps to undertake. These steps include that the underlying business of the firm must be understood comprehensively first. This involves evaluating industry prospects, competitive position, and corporate strategies. The information is used together with financial statement analysis to forecast performance. Next, company earning power will be estimated based on historical performance and adopted strategy within the competitive environment including forecasts of sales, earnings, and financial position. Third, in this study the DCF model is chosen to evaluate the equity value due to lack of similar companies available in Taiwan. An in-depth understanding of the business and an ability to forecast the performance of a company help determine the quality of valuation efforts. Finally, based on the analysis of industry and business valuation, some investment or business decisions can be undertaken to improve the future values of the case company. The architecture of implement the business valuation is proposed in this study. The case company is employed to verify the validity of this architecture. There are six major function block to construct this architecture, including industry analysis, accounting analysis, financial analysis, competitive strategy analysis, forecasting prospective performance and business valuation. It is noted that these function blocks influence one anther. Industry analysis is the beginning of valuation in this architecture. Stock selection is the primary application of the business valuation presented in this study. Equity analysts attempt to identify securities as fairly valued, overvalued, or undervalued in the market, relative to either their own market price or the prices of comparable securities. Valuation tools can be used to assess the impact of corporate events such as mergers, acquisitions, divestitures, spin-offs, MBOs, or LBOs. In addition, the company concerned with maximizing shareholder value must evaluate the impact of alternative strategies on share value.

本文的研究主題為利用實質選擇權的觀念，來協助手機ODM廠商計算並評估各種專案的投資效益，或採取適當的方法提高投資效益。 實質選擇權很適合用來分析具有高度不確定性的計畫的投資價值。一般的廠商自行做研發，是新產品研發的實質選擇權買方。但ODM廠商是幫客戶做研發，產品開發專案的決定權通常在客戶手上，ODM廠商變成新產品研發的實質選擇權賣方。所以要計算ODM廠商的研發專案的投資效益，會和傳統的方法不太一樣。 本文設計出一種分析方式，將ODM廠商提供的”設計與製造的整合服務”中間隱含新產品研發的選擇權賣權的成本估計出來。這些成本，會導致整個ODM的研發計畫的投資價值下降，尤其當產品風險高的時候更嚴重。研究結果發現風險愈高的產品越不適宜由ODM廠商來開發。風險較低的成熟產品則非常適合交給ODM廠商來開發。 另外本文利用這種分析方法，比較各種型式的手機專案的預期投資價值與機會成本，以提供管理者在比較與選擇不同專案時參考。也利用這種方法來分析手機ODM廠針對智慧型手機研發上的各種策略對投資價值的影響，以提供管理者在排定策略優先次序時參考。 / The Real Options approach has recently been growing in popularity in the valuation of R&D projects. It can help to evaluate the chances and risks of R&D investment by reflecting the values of of timing and operational flexibility. In most cases, these investments can be treated as “buying Real R&D Options”. However, the R&D projects of ODM (original design manufactor) companies are quite different. They “sell Real R&D Options” to their Brand-Name customers. To sell Options will increase the risks, so it’s definitely not free. This research utilizes the Real Options concept to evaluate the cost of these Real Options sold by Mobile Phone ODM companies to their customers. With this information, ODM companies can have a reasonable finaicial analysis before they sign the contacts based on market risks and opportunities. Futhermore, in this study we design a method to compare different types of projects based on the Real Options analysis. Companies can prioritize projects based on the results of the analysis. We also propose several approachs to increase the value of these R&D investments by reducing the cost of the Real R&D Options they sold.

西元2005、2006年間，臺灣數家知名手機代工業者，或是從手機代工兼跨經營自有品牌的手機業者，透過與國內、外企業所進行之整併活動，上演多幕併方與被併方商業資源之切割、位移與重新整合的戲碼，而除決意退出賽局的企業不論，其他繼續競逐的業者，似正利用整併活動，快速囊闊並整合企業繼續成長壯大所需的商業資源。 其中，在明基整併西門子手機事業案例中，併方明基集團明確指出，透過整併，希望能取得被併方手機相關之智慧財產資源，包括核心專利、有限期的商標使用權及人員、技術等。且併方亦表示，取得被併方手機相關核心專利與品牌使用，是該整併案中重要標的，更是決意整併與否的關鍵因素，故在本件整併，併方對於取得被併方手機相關核心專利與品牌使用，顯然有高度之期許與重視。 讀到上開資訊，腦海中所伴隨著的問題意識，包括：究竟台灣手機業者透過整併活動，取得知名手機大廠所擁有之核心專利，其商業目的為何？倘若取得此等核心專利，有其商業價值，依據併方擬達到之商業目的，併方應於整併前，進行何等相應評估與規劃作業？此外，在取得國外知名手機廠商授權商標使用權能部分，此等商標使用權能之取得，究竟併方商業目的何在？倘併方看中的是，被併方商標具有品牌價值，那麼奠基手機品牌價值之價值活動為何？且併方應透過何等途徑，才能順利位移被併方之品牌價值到併方身上，並讓併方據此更佳蓬勃？ 本論文以上開問題意識出發，於論文各章節中，進行相應之探討。而明基整併西門子手機事業之案例，恰好提供豐富的商業基礎事實，故本論文援引此一案例，作為研究與論述基礎，並藉由實際案例所提供資訊，讓學術討論更具意義。 經本論文研究結果認為：倘若併方將被併方核心專利與商標使用權能之取得，列為整併重要標的，在進行此等整併作業時，併方應依據所設定之商業目的，事先應有一套完整的評估作業（本論文嘗試提出評估作業架構圖），亦需規劃後續相應配套執行作業，如此，始能提高商業目的既遂的機率，並且避免讓『大機會』變成『大風險』，而且，在併方取得被併方商標使用權能部分，併方應先明辨商標與品牌之不同，併方於使用被併方之商標，也應事先確定其具品牌價值且無嚴重的負面印象存在。 基於以上研究結論，筆者進一步提出幾項建議如下，作為本論文研究成果： 一、併方整併被併方智財資源之具體標的，倘在於核心專利取得。建議併方應於整併前，對所取得之專利是否為核心專利先予驗明正身，而且必須設定取得核心專利之明確商業目的，後續也應依據商業目的，具體規劃相關評估與執行作業。 二、若欲讓整併目的既遂並降低相關商業風險，整併前之評估作業，至為關鍵，建議未來進行類似整併案件之併方，務需於雙方拍板定案簽約前，即投入相當人力物力資源進行評估與資訊情報蒐集作業，而不是於拍板定案後，才臨機應變並見招拆招。 三、併方取得被併方之核心專利，本質上存有有哪些風險，建議併方亦需清楚臚列評估，並應於雙方併購合約中透過合約約款之設計，讓併方之商業風險有效控制與降低。 四、在取得被併方商標使用權能部分，建議併方事先應評估被併方商標是否具有品牌價值，並找出奠基被併方品牌價值之因素，且併方應明確區分品牌價值與品牌知名度之不同，進而仔細評估被併方品牌究竟是有真實價值，還是徒具知名度而已。 五、確認被併方商標具品牌價值後，若欲將被併方品牌價值真實位移到併方體內，建議併方應將被併方企業價值活動盤點，並進行去蕪存菁作業，進一步將有價值之企業活動加值，亦需將雙方企業活動整合與融合，如此被併方之品牌價值始能真實位移，而不是曇花一現。 六、又，不論併方品牌策略之操作，是採單一品牌或雙品牌操作模式，如果被併方授權商標使用是有期限的，併方應考慮到使用期限屆至後，儲蓄在被併方商標上的品牌價值應如何順利位移承接到併方商標上，以及在採行雙品牌策略後，當併方之品牌脫離了被併方之品牌，要如何自立不受影響。 / In 2005 and 2006, several renowned mobile phone OEM or branding companies in Taiwan were merging, sinning off and/or restructuring through their local or foreign affiliates. Except some were intended to exit the market, most were utilizing the merger and acquisition to combine various resources to grow in their sizes. In one of the cases, the merger of mobile phone business units of BenQ – Siemens, BenQ clearly indicated that through the merger, BenQ intended to acquire the intellectual property resources from Siemens including the essential patents, license of trademarks, technical supports and know-how, etc. BenQ also indicated that the acquisition of licenses of Siemens’ essential patents and brand name usage regarding mobile phone business would be the major target in the merger deal, as well as the turning point as to whether the merger should proceed along. In that case, therefore, BenQ highly expected to obtain licenses of Siemens’ essential patents and brand name regarding mobile phone business. The foregoing paragraph raises certain issues: what is the business purpose of a Taiwan mobile phone company to obtain the essential patents from other renowned and sized mobile phone branding companies? Assuming such business purpose is found, what kinds of evaluations and feasibility studies the merging company should conduct before the merger closing, in order to warrant the business purpose? Besides, what is the business purpose for the merging company to acquire from the renowned company a license to use the trademarks? If the merging company views such trademarks not as merely trademarks, but largely focuses the branding value added by the merged company with such trademarks, one would ask a question: where are the activities that have created and supported the mobile phone branding value? Through what ways, the merging company is able to successfully transfer the branding value from the merged company to the merging company and develop its business prosperously with the transferred branding value? This thesis starts with the above issues and discusses the relevant topics in various theories, using the ample business materials and facts in BenQ – Siemens merger as a base for case study so as to make the theory discussions in this thesis in a more practical sense. The research conclusion in this thesis indicates: If the major target in the whole merger deal is to acquire essential patents and trademarks from the merged business, the merging business must establish a complete feasibility assessment program in accordance with the intended business purpose (the thesis intends to provide a illustration charts for such assessment program) before the closing, and a well coordinated implementing procedures for post-closing operation, in order to higher the probability of meeting the intended business purpose while lower the possibility of spoiling a “great opportunity” into a “huge risk”. In addition and beforehand, the merging business should be able to tell the specific differences in nature between the brand names and trade marks. The merging business should also clearly identify the merged branding value, and further, ensure there is no negative impact in applying the merged branding in its business. Based on the conclusion stated in the preceding paragraph, the author thereby submits the following recommendations as a result of the research in the thesis: 1.If the specific target for a merging business seeking to combine intellectual property resources of the merged business is to obtain the essential patents from the merged business, it is advisable for the merging business to, before the merger, identify whether the patents proposed to be acquired are indeed essential patents in relevant industries, establish a clear business purpose feasibly achievable by acquisition of such patents, and establish an assessment program and a well coordinated implementing procedures operation in accordance with the established business purpose. 2.It is extremely imperative to conduct a solid and full-scaled pre-closing feasibility studies so as to reduce the business risks in merger deal. It is advisable for a merging business to devote considerable resources to conduct evaluation and information gathering before merger closing, and not to remedy and mitigate the case in post closing days. 3.It is advisable for the merging business to identify and list in detail the risks in acquiring the core patents from the merged business, and further structure through merger related contracts to effectively control and minimize such risks. 4.It is advisable for the merging business to clarify whether the proposed trademarks are having true branding value, find the factors within the merged business creating and supporting such branding value, clearly tell differences between branding value and brand popularity, and then carefully assess if the proposed brand name is powered with the true branding value or merely covered with a wide popularity. 5.After identifying the branding value of the proposed trademark, if the branding value is intended to be transferred into the merging business, it is advisable for the merging business to conduct a full examination on the previous branding value activities of the merged business, and adjust/develop the value-added items of new activities by continuing joint efforts of corporate businesses, not a flash show in the market. 6.No matter the marketing strategy is by single brand name or combined dual brand name, if the proposed trademark usage is limited by time expiration, the merging business must consider after the expiration, how to successfully transfer the branding value of the proposed trademark to existing trademark originally held by the merging business, and how to maximize or maintain the independent branding value of the existing trademark after the expiration.