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.

2007年6月，華碩電腦發表Eee PC精簡式筆記型電腦，此創新產品俟後由臺灣資訊工業策進會市場情報中心（MIC）統稱為精簡型小筆電，簡稱小筆電，英文名稱則採用美商英代爾對於這款產品的統稱：Netbook。 Eee PC所設定的目標市場著眼於消費性市場，將產品定位於已開發國家使用者的第二臺電腦以及開發中國家使用者的第一臺電腦。產品上市後掀起銷售高潮，由於小筆電的加入，筆記型電腦在2008年第三季出貨量首度超越桌上型電腦，比先前2007年預估提早兩年，Eee PC因而被譽為臺灣電腦廠商價值創新的一大步。 本研究主要的探討問題有四：核心技術能耐發展策略對於產品創新的影響為何？ 品牌與ODM廠商在創新產品開發上的合作與分工為何？ 品牌廠商因應競爭者之破壞性創新的作法為何？ 核心技術能耐為基礎的產品創新在市場上所需具備的成功條件為何？ 在研究設計上以策略與組織、技術、市場三構面做為主要分析架構。策略與組織構面由領導者企圖心、核心競爭優勢、企業文化、組織架構、企業網絡定位等變項構成；技術構面上由產品研發經驗、內部知識傳遞、外部資源網絡、產品開發管理等變項構成；市場構面由品牌效益、顧客需求、產品行銷、產業合作網絡等變項組成用以探討對於破壞性創新產品構思及開發階段的影響。研究方法上採用「個案研究法」，以領導廠商華碩與宏碁為研究對象。在資料上透過企業訪談與次級資料蒐集的方式來了解個案公司在創新產品的發展過程，並結合核心競爭力、產業價值鏈、破壞性創新、新產品開發程序、吸收能耐與知識傳遞、技術面競爭策略等學理加以分析，本研究所獲得的研究發現如下： 一．建立核心競爭能耐的方向及重點決定了企業在產業價值鏈的位置與所從事的價值活動。 二．企業基於核心技術能耐發展策略而對產品創新方向做出技術領導者與技術追隨者的不同策略選擇。技術領導者著重產品的破壞性創新設計，技術追隨者著重於產品成熟技術的市場性。 三．品牌廠商與ODM的研發製造合作關係上，考量中心點在於顧客對企業的認知價值。品牌廠商並以平均分配（Allocation）與相互制衡（Leverage）為策略，取得各家資源之長為己用。 四．設計代工廠從OEM經營模式進入ODM經營模式，在逐步接手研發價值活動後，ODM設計製造廠開始投入自主研發，成為個人電腦產品技術提供者。但在缺乏通路品牌下，所創造的產品創新價值只能透過品牌廠技術採用將創新價值傳達至消費者。 五．企業發展破壞性創新產品時，原價值網絡上具產業主導地位的供應商透過關鍵技術的掌握，並經由品牌行銷掌握終端使用者，形成不易突破的慣性，對於廠商產品創新產生鉗制作用。 六．企業發展破壞性創新產品若無法取得市場客戶對產品的價值認同，則雖有技術成就，但難以成為產品的競爭優勢。 七．企業在發展破壞性創新產品過程中，若缺乏行銷業務部門參與，將可能造成產品上市後的市場資訊掌握失準。 八．破壞性創新產品所設定於原價值網絡的目標市場，往往因為高科技產業的不確定性因素，在實際執行時意外產生新應用，產品因而進入新價值網絡的新市場。 九．破壞性創新產品進入新市場時不確定因素多，廠商因需求不易掌握而經常發生嘗試錯誤的探索行為，但市場晚入者觀察先驅者經驗，往往能立即掌握正確資訊而迅速反應市場需求。 十．企業發展破壞性創新產品，若未造成有效技術差距，技術領導者與市場先驅者將不易維持首動者優勢。技術追隨者與市場晚入者藉由學習領導者經驗將有機會快速超越。 本研究最後並提出一些實務上建議，以做為產業界發展核心技術能耐策略與發展破壞性創新產品的參考。 / In June, 2007, Asus Computer announced her Eee PC in Computex Taipei, Taiwan International Computer Exhibition. The simplified notebook then named “Netbook” due to its lightweight design and focused internet application. Eee PC was aimed on consumer market of developed countries, targeted as “Secondary Computer” for existing computer users, as well as first computer to the user of the developing world, the name “Eee” derives from "the three Es", an abbreviation of its advertising slogan for the device: "Easy to learn, Easy to work, Easy to play". By third quarter of 2008, notebook shipped quantity including netbook, had exceeded desktop computer, two years advance from prior market research report’s estimation made before netbook product rollout in 2007. Eee PC was praised as stride-out of value innovation of Taiwan computer industry. Problem discoveries and definitions in this research are: first of all, what is the influence of core technology development strategy toward product innovation? Second, how brand owner works with ODM suppliers on innovative product development? Third, how brand owner reacts to disruptive innovation? Last, what are market successful factors of an innovative product which based on core technology competence? Analysis framework of this research consists of three aspects: strategy and organization, technology, marketing. As an exploratory study, research design is qualitative research and case study over certain firms: Asus and Acer, with 90% market shares of netbook in year 2008. For data gathering, primary data came from interviews to firms’ management team members, specifically R&D and PM Directors, secondary data studies came from varies sources: research reports, annual reports, and so on. To explore the influence of core technology competence toward product innovation in idea generation and product development stage, study of related theories in advance is necessary: core competence, value chain, disruptive innovation, new product development procedure, absorptive capability, knowledge transmission, and competitive strategy of technology. Discoveries of this research are: 1.Direction and focus of establishing core competence decides the firm’s position in value chain and the value activities firm engaged. 2.Core technology competence development strategy directs firm’s choice of technology leader or follower, leader focuses on innovative product design, follower focuses on mature technology’s market taking. 3.Customers perceive value is the key consideration that brand owners work with ODM suppliers. “Allocation and Leverage” are strategy that brand owners manage multiple ODM suppliers. 4.From OEM to ODM business model, ODM firms start to develop own independent research projects, this trend leads ODM to be technology supplier in foreseeable future. But, research results can only go through brand owners to consumer market. 5.Key technology suppliers of existing value network will obstruct disruptive innovation products through market’s inertia. 6.Technology based innovative products can’t have competitive advantage in the market without customer’s perceive value. 7.Sales marketing team’s participation is important for disruptive innovation during product development stage. 8.Unexpected new value network will emerge due to uncertainty of high-tech industry, new application out of target market leads to new value network which is different from existing one. 9.Pioneer frequently tries and error for disruptive innovation product due to uncertainty of market, late entrant learned from pioneer’s experience, and react to market demand efficiently. 10.Innovative product without technology gap, firm can’t maintain first mover advantage too long, technology follower have chance to transcend in short period. Conclusions of this research are summarized from above discoveries, and suggestions to industry firms made by this research can be reference to firms’ development strategy of core technology competence as well as product development of disruptive innovation.

聚醯亞胺薄膜用於軟性電路板市場從2006年起，由於競爭者眾多，整個產業環境變得十分嚴苛，事業屬性從獨佔性變成競爭十分激烈的寡佔性市場。此篇論文通過產業的總體環境分析及產業分析來對軟板市場進行區隔，並針對不同目標市場擬定行銷策略，將產品重新定位來滿足不同目標市場的需求，以期達到杜邦公司聚醯亞胺薄膜產品在軟性電路板市場的永續成長。 從含有產品價格因素在內的問卷調查中找到產業鏈中最有議價能力廠商的最重要需求及預估用量，進而做為公司開發下一世代聚醯亞胺薄膜產品的依據。 / Start from 2006, Polyimide films industry has become very competitive in flexible printed circuits applications. The polyimide film industry has transformed from monopoly to oligopoly, major players in flexible printed circuits market are DuPont, Kaneka, SKC-Kolon and Taimide companies. After analyzing the political, economics, social, technical and industrial trends, The FPC industry has been re-segmented into two segments – Basic market and Niche market. With different strategies been developed for different markets, we re-position our different type of Kapton® polyimide films for different markets and developed an executable marketing plan which will be test in selected customers. Through price included questionarries, we also found the key industrial decision makers’ unmet needs, price expectation and potential volume. Base on the findings, we are able to develop the next generation polyimide films to satisfy customers.