3C industries have been developing for 30 years in Taiwan. Taiwan corporations are putting hugh resources within these industries. Moreover, Taiwan Government is also putting hugh resources to support. Due to concentration to support the value chain of European, American and Japanese International brands and corporations, made the big success of Taiwan economy. Recent years, Taiwanese corporations are losing competitions, therefore, Taiwanese plants are moving to China, even South East Asia. These movements are enforcing Chinese and South East Asian industries, so letting Taiwan to face hugh challenges. Recent years, European, American and Japanese brands are very successful. Most of them are having the help from the OEM business model with Taiwanese corporations. In the meantime, some Taiwanese corporations are building their own brand and on the other hand dealing OEM business with these international brands. As already have big influence to the international brands¡¦ business, so Taiwanese corporations are requesting to select building brands or OEM business. This is a very difficult choice. What kinds of product are making by Taiwanese OEM corporation? Taiwanese OEM products are a lot of kinds, from screws, screw drivers, shoes, umbrarella, cloths, computer, laptop, TV sets, TV shows¡K even Satellite business. Why Taiwanese corporations are so successful in OEM business? What kind of strategy is/are using? I am working in professional OEM TV cooperation for international famous brands. So, I want to study brand and OEM strategy, and use LCD TV as example.

Based on the R&D roadmap, market demand, supply chain framework, economy of scale, clientele distribution, and manufacturing strategies of medium and small-size Liquid Crystal Display (LCD) industry in Japan, Korea, Taiwan and China, this thesis aims to explore the possibility of Taiwanese medium and small-size LCD manufacturers in acquiring global ODM & OEM contracts, and identify the competitive advantages and disadvantages of a case company - TPO. By using the Porter¡¦s five force model and the SWOT analysis, we have found the following: 1. Technology research and development: The case company does not have a clear road map. As jobs are roughly defined and randomly delegated among R&D and production units, they cannot be effectively coordinated to meet future market demands. 2. Product development: The speed of product development and problem-shooting does not meet the requirements of ¡§time to market¡¨, which has caused the recent loss of major customers. 3. Supply chain: The case company has not established long-term partnerships with its material suppliers and supplier selection is primarily based on low unit price instead of in strong commitment to elevate capability or improve quality. 4. Production specialty and cost: The production facilities of the case company are widely distributed in ChuNan, NanJing, Shanghai, and Osaka-Kobe. The overall production costs are higher than its rivals and the back-end production capacity does not meet customer requirements in price and quantity. 5. Quality management: Most long-term clients of the case company are located in Taiwan or China. Lack of direct international experiences, the case company has not been able to meet the high quality requirment of the global tier one players. In this thesis, the following directions are suggested: 1. To enhance labor quality in China: The quality of its Chinese labor force should be elevated to shorten production processes for cost reduction. 2. To upgrade supply chain management by taking advantage of direct flights between the Taiwan and China: With reduced costs in transportation and inventory brought by direct cargo flight, the case company can adopt the strategy to ¡§manufacture in the vicinity of end-market¡¨. 3. To use vertical integration or horizontal alliance in its supply chain to improve its cost structure: By enhancing cooperation and job delegation among its group members and/or OEM providers, the case company can effectively lower the investment costs and inventory impairment risks. 4. To increase the economic scale of its production facilities: Each production facility should be assigned for a specialized production line to make the best economic scale. For instance, Shanghai Fab specializes in car appliances and NanJing Fab in non-Automotive LCD and Avionics LCD products, while Chunan Fab is mainly for the production of the front-end aerospace products. 5. To elevate the overall quality awareness: Quality management should be adopted from the very beginning of product design and specification. Meanwhile, DFMEA and PFMEA should be persisted for overall quality improvement.

Online Oil Debris Monitors (ODM) provide a direct, effective and reliable approach to machinery condition monitoring. ODM can be used to monitor the condition of complex machines, such as airplane engines, electric generators, wind turbines, or other machines with oil circulation systems. The principle of the sensor is to detect the quantity and the size of metal particles in the flowing oil. The current available ODM sensors suffer from sensitivity to vibrations, as their electromagnetic response is largely affected by interfering vibrations. This thesis presents a novel structure and algorithms to separate and eliminate the vibration interference. In the new structure, a dual channel system is designed as opposed to previous single channel systems. Three signal processing algorithms have been developed and tested using experimental data from a prototype. They have shown to be effective, as detailed in the thesis.

This thesis is focused on case study research of Corporate Social Responsibility (CSR) in the Taiwanese OEM/ODM corporation Lite-On. Lite-On provides a representative sample of Taiwan’s key industry - the high-tech industry with OEM/ODM manufacturers supplying to global brands. The study has two objectives. The first objective is to introduce the CSR instruments currently used in electronics industry, with a special attention paid to their usage among Taiwanese companies. How successful is the implementation of CSR in the electronics supply chain? The second objective is to study the current status of CSR in Taiwan, while considering a wider context of business ethics and management practice in the Chinese communities. What factors shape the CSR in Taiwanese-invested corporations? After examining these objectives, the key research question of this study is to find out why Taiwanese companies facing harsh competition in the supply chain engage in implementation of corporate social responsibility programs. The thesis is divided into five chapters. First, theoretical concept of CSR and new role of multinational corporations in the global supply chain are introduced. The next chapter recounts the story of Lite-On corporation and its CSR practices, thereby offering a valuable micro-perspective on CSR in Taiwan. The study continues with analysis of legal and voluntary instruments that attempt to address the CSR issues. The final section portrays current status and understanding of CSR in Taiwan’s business community and draws on CSR challenges.

Online Oil Debris Monitors (ODM) provide a direct, effective and reliable approach to machinery condition monitoring. ODM can be used to monitor the condition of complex machines, such as airplane engines, electric generators, wind turbines, or other machines with oil circulation systems. The principle of the sensor is to detect the quantity and the size of metal particles in the flowing oil. The current available ODM sensors suffer from sensitivity to vibrations, as their electromagnetic response is largely affected by interfering vibrations. This thesis presents a novel structure and algorithms to separate and eliminate the vibration interference. In the new structure, a dual channel system is designed as opposed to previous single channel systems. Three signal processing algorithms have been developed and tested using experimental data from a prototype. They have shown to be effective, as detailed in the thesis.

面對經營疆界( Business Boundary)越趨模糊的新世代，高科技電子消費性終端產業不斷展現誘人商機；隨著傳統映像管電視機式微，取而代之的薄型電視機進入市場，關鍵組件及軟體等科技研發競賽不斷推陳出新，刺激需求；原家電品牌(製造服務)業者主宰整個電視機產業，如今卻面臨強烈挑戰；覬覦液晶電視機(LCD TV)快速引爆市場需求，成長力道強勁並快速整合產業加值鏈，各業者競爭激烈，積極進場，甚至Electronic Manufacturing Service(EMS)大廠、資通訊業者等皆企圖搶奪液晶電視機市場。 液晶電視機產業能夠快速席捲市場，主要歸功於相關產業，積極投入研發與佈局，特別在投資新代線LCD面板廠、視訊晶片(IC)及設計代工的快速帶動下，讓產業加值鏈呈現蓬勃發展；而台商在此加值鏈佔有最重要的產業群聚。 從2009年德國柏林IFA、2010年美國CES Show、Computex等展覽中觀察到世界大廠不斷在技術研發向前推進；科技浪頭的百家爭鳴，似乎引領電視機產業來到一個不連續又不斷變動的競爭氛圍。在面臨產品生命週期短促、面板價格波動劇烈、多重廣播標準與門檻及終端市場需求變化巨大的經營挑戰下，產業加值鏈持續透過整合或外包策略因應；本研究個案廠商，考量資源分享極大化以提高競爭力，大多在此階段同時選擇代工(OEM/ODM)與自有品牌經營(OBM)。 本研究藉由文獻蒐集與個案深度訪談，得到來自不同資源基礎的四類個案廠商中，無論是選擇代工或自有品牌為主的商業模式，皆在任一模式佔總營收比重超過80%時，雖然產生部份限制，但從企業追求競爭力的角度來探討「驅動力」，其在降低成本、提高營業利益、養成關鍵技術Know-How、經營顧客服務等將展現最佳營運能量與效率；進一步就商業利益的角度檢視「平衡點」，其對於提高市場佔有率、構築自有品牌、經營顧客關係等亦將呈現效益最佳化。 至於，選擇代工與品牌並重之個案公司，則陷入較為不利之經營局面；然而，若能調整以自有品牌經營為主，與代工做切割，在創新能力、整體(含音質與畫質)設計能力等做到最具精緻特色，此亦極有機會先穩固區域品牌經營，再伺機擴張。最後對個案廠商未來發展做出策略建議，以及後續研究之方向，期為業界在強化競爭力與提高營業利益等經營議題，提供參考。 / The rapid penetration of Slim-Type TV with the price decline which is raised by the great progress of LCD related technology and increasing huge investment on new generation Fab. Taiwanese firms play significant roles in this worldwide prosperity and firmly integration at all-stream for a strong supply chain. As supply chain players keep implementing integration strategy to catch up with the cross-boundary opportunities, various business models have emerged. To address this phenomenon, a novel two-phase analytic framework was conducted to study the driving force and balance condition of Taiwan LCD TV vendors’ contract manufacturing (OEM)/OBM Model Choice. Through case-study and secondary data collection, we found that while facing tough business environment, Most of Taiwan LCD TV firms with different resource-bases , have choose both OEM/ODM and OBM to achieve economic scale for revenue increasing. Also, it’s a way to do cost reduction by sharing the resources. However, this study yielded different results when four-case companies implementing both OEM/ODM and OBM strategy, we found that if no appropriate resource allocation and right people/mechanism, increase another business model to existing model will bring the reverse effect. This paper finally concluded that different resource bases companies should consider various driving force and transform to the most suited business model through continue leveraging their own competences to catch the transient market opportunities.

台灣企業早期主要是扮演協助國際品牌大廠生產代工的角色，隨著廠商不斷地累積本身能力，提升給予客戶的附加價值過程中，台灣企業也由以裝配技術為主的原廠委託製造(Original Equipment Manufacturing，OEM)轉變為具有設計能力的原廠委託設計製造(Original Design Manufacturing，ODM)。但是近年來，台灣的低成本優勢已逐漸被新興市場所取代，加上產業發展成熟後，毛利率持續下探，代工廠商就成為品牌商為了維持獲利而犧牲的對象。因此，產業升級的概念開始受到重視，其中由代工轉型升級至自有品牌一直是產官學界最關注的話題之一。 過去國內文獻對於品牌經營的相關議題，已有多位專家學者投入研究，但在研究上大多著重品牌發展策略、關鍵成功因素等策略層面，或是品牌與績效之間的關係，亦或是對自有品牌關鍵成功因素之一的行銷通路建構，對於企業由OEM/ODM轉型為OBM的實務歷程之研究仍屬少數。因此本研究針對成功由OEM/ODM轉型為OBM的企業，探討其轉型過程中，建構行銷能力之動態歷程，讓研究成果可作為台灣產業未來欲投入自有品牌經營活動時的參考。 本研究之研究問題有二：1.企業由OEM/ODM轉型為OBM的動機為何？2.企業由OEM/ODM轉型為OBM的過程中，如何發展出新的能力以適應新的環境？ 本研究的研究結論如下： 1.企業從OEM/ODM轉型為OBM的動機主要在於永續經營與擺脫代工困境，背後的目的為欲提高事業附加價值，同時，企業考量轉型時機上會選在OEM/ODM業務還穩定發展時就先進行布局。 2.企業轉型為OBM的過程中，其發展新能力方式的選擇會受到過去發展路徑與經營策略的影響，並且會透過內部的教育訓練與組織管理程序的設計來提升組織能力。 3.企業從OEM/ODM轉型為OBM的過程中，會重視「發展新產品之能力」的培養，並且會指派人員負責發展與未來新產品有關的關鍵技術，以持續保有產品與技術上的競爭優勢。 4.企業於轉型為OBM過程有關國際化經營的活動中，在發展新產品時會採「區域分工、共同開發」的做法，以提高目標消費者對新產品的接受程度。 5.企業從OEM/ODM轉型為OBM的方式很多，以購併方式能夠快速取得品牌與通路，此時其購併目的的清楚與否，會是其購併能否成功的關鍵因素。 6.企業從OEM/ODM轉型為OBM的過程中，其全球總部會扮演資源協調整合與績效評估的監督管理角色；對於購併取得的品牌或通路，會授權其在地經營團隊自主經營。 / Taiwanese industrial firms in the early days played roles as facilitating manufacturers of OEM brands. As the manufacturers continued to accumulate their ability by enhancing the added-value they can provide to customers, they transferred from Original Equipment Manufacturing (OEM) to Original Design Manufacturing (ODM). However, Taiwan has lost its low cost advantage to emerging markets recently. Also, brand owners edged contract manufacturers’ gross margin lower to maintain their profitability when the industry got matured. Hence, the concept of industrial upgrading began to receive attention, including the transformation from OEM to own brand which is the most concerned topic of government and academia. In the past, most researches related to brand management focus on strategic level such as brand development strategy and key success factors, relation between brand and performance, or marketing channel construction which is one of the key success factors to develop own brand. Only small number of study investigates the practical transformation process of industrial firms from OEM/ODM to OBM. Thus, this study majorly focuses on the dynamic constructing process of marketing capability of industrial firms which have transformed from OEM/ODM to OBM successfully and aims to investigate following questions: 1. What are the motivations of industrial firms which decided to transform from OEM/ODM to OBM? 2. How did these firms develop new capability to adapt environment during their transformation process from OEM/ODM to OBM? The preliminary research findings include: 1.The motivations of firms which have transformed from OEM/ODM to OBM are sustainable operation and to get rid of OEM dilemma. The purpose behind is to increase added-value of business. Meanwhile, the firm take transformation into consideration when the OEM/ODM business still operates stably. 2.During transformation process from OEM/ODM to OBM, the way firms develop new ability is affected by their past pathes and operating strategies. They advance organization capability through internal traning and organizational procedures design. 3.During transformation process from OEM/ODM to OBM, firms emphasize on cultivating “capability of developing new product”, and assign R&D team to take charge of developing critical technology related to future products to maintain their competitive advantage in product and technology. 4.During transformation process from OEM/ODM to OBM and among activities related to international operations, firms adopt a "regional division of labor and joint development" approach when developing new products, to increase target consumers’ acceptance to new products. 5.Industrial irms can transform from OEM/ODM to OBM in many ways. Through merge and acquisition, firms can get brands and channels quickly. It is a key to merge and acquisition successfully if the purpose of the firm’s acquisition is clear. 6.During transformation process from OEM/ODM to OBM, firms’ global headquarters play a role of supervision and management, such as coordinating and integrating resources, also performing assessment; as for acquired brand or channels, local teams are fully authorized to operate in their own decisions.

PC industry is a highly competitive industry. In this fast changing environment, no company can simply rely on basic core competencies to stay-up with the market & competitions. The growth of global demand for PCs has reached a plateau in recent years, and as products are becoming commoditized the differentiation between products are hardly distinguishable. And price war is inevitable. This study investigated how does a global computer company build and manage its dynamic capabilities to stay competitive and make appropriate adjustment to leverage its dynamic capabilities in the new business. The study finds that in order to sustain competitiveness in the market, corporation needs to look inward and institute a process to manage product and service development and business risks. Having good products and customer relationship are just the starting point for a successful business. A continuous learning system can help company to constantly strive for better improvement and in a long run this becomes a strong driving factor to improve operation excellence. It takes persistent and relentless drive for improvement to make a good company to great. When a company is going to start a new business and break an existing model, one of the effective approaches is to form a special task team that is given the full ownership in making sure the project is successful. In addition, senior management team needs to work closely with the project team via regular meetings and to offer help in clearing roadblocks within the organization and allowing team to think out-of-box and propose necessary changes. Without management support and foster, the chance of success for the special task team is minimal. / PC industry is a highly competitive industry. In this fast changing environment, no company can simply rely on basic core competencies to stay-up with the market & competitions. The growth of global demand for PCs has reached a plateau in recent years, and as products are becoming commoditized the differentiation between products are hardly distinguishable. And price war is inevitable. This study investigated how does a global computer company build and manage its dynamic capabilities to stay competitive and make appropriate adjustment to leverage its dynamic capabilities in the new business. The study finds that in order to sustain competitiveness in the market, corporation needs to look inward and institute a process to manage product and service development and business risks. Having good products and customer relationship are just the starting point for a successful business. A continuous learning system can help company to constantly strive for better improvement and in a long run this becomes a strong driving factor to improve operation excellence. It takes persistent and relentless drive for improvement to make a good company to great. When a company is going to start a new business and break an existing model, one of the effective approaches is to form a special task team that is given the full ownership in making sure the project is successful. In addition, senior management team needs to work closely with the project team via regular meetings and to offer help in clearing roadblocks within the organization and allowing team to think out-of-box and propose necessary changes. Without management support and foster, the chance of success for the special task team is minimal.

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.

蘋果電腦從2010年3月發行iPad平板電腦不過才一年的時間就出貨了1500萬台，隨即又以更犀利的價格與更新穎規格宣布iPad2之發行，全年度出貨量上看3500萬台。這波快速成長的新市場對於以製造見長的ODM廠商而言，究竟是新的商品機會來提高自身獲利率或是下一個低毛利風險讓自身更受制於品牌廠商尚未有定論。不過從iPad系列銷售的業績與定價策略，過去熟稔的品牌PC廠商似乎很難在此競爭態勢下找到切入定位點，然而從價值鏈的分析中，又可以看到幾個不同於過去電腦銷售方式的新利基點。從下表可知若將蘋果iPad置於價值鏈中心，向上有因而受惠的電子媒體與硬體開發商，向下有開發軟體與電信營運商，左右也有可以整合應用的家電電器商，可以說是受惠良多的組合。 歸納因為iPad銷售而受惠的上下游廠商： 1. 軟體開發商 2. 硬體周邊開發商 3. 電信營運商 4. 電子媒體書籍出版社 5. 家庭電器電視品牌製造商 如何從ODM製造與研發專長，來協助有差異價值的客戶，又能有效建立區隔競爭廠商的進入障礙，是本篇論文研討的目標。藉由麥可波特的價值鏈傳遞定位可以合作的對象，再藉由五力分析尋找有差異性服務的機會，最後使用策略選擇具有差異化策略的機會，希望台灣的產業可以改變全球競爭版圖的規則，提高自身價值的附加能力，維持競爭優勢。 / Apple Computer swamped the market with its iPad tablet PC at a 15,000,000 units shipment for the first year launched on March, 2010. Without leaving much chance and room for its competitors, Apple announced a newer version – iPad2 in March, 2011 with a more aggressive price and latest specification. The iPad2 is estimated to hit an annual shipment of 35,000,000 units worldwide. Is such a fast moving trend implying an opportunity for the ODM to improve its profit margin on new business growth or another vicious cycle of lower profit margin due to severe competition among the branded customers ? From the market price and innovative technology adopted by Apple, renowned PC brand makers may find it hard to compete in the retailing market but from the analysis of value chain it is observed several new opportunities different from the traditional PC category. By comparative analogy to Apple’s value chain several potential links available for the ODM’s collaboration can be identified as follows - 1. S/W developer 2. H/W peripheral developer 3. Tel-com operator 4. Publication firm with digital contents 5. Home appliance brand manufacturer The aim of this thesis is to study from Apple’s success story and uprising mobility paradigm, to eliminate inferior strategic approach and traditional EMS / OEM operation, by replacing with a better margin, highly differentiative value propositon with unique customer links. By the strong R&D and manufacturing skills possessed by the ODM to align with new customer group and at the meantime, building up a barrier to defend competitor from getting in the ring. Expecting Taiwan’s industry can learn from proper strategy maneuver to change the competition map by improving add-on value on its core strength, to maintain its competiveness. Thus the thesis can serve its function not only for academic study, but also for a real business practice.