Since 2001 the top international Notebook PC brand firm, Dell, established their Research and Development Center (R&D Center), or called TDC (Taiwan Design Center), in Taiwan, other Notebook PC firms also set up R&D Centers in Taiwan to work closely with Taiwan Notebook PC ODMs. In 2006, Dell has already handed over all the consumer Notebook R&D teams to TDC in Taiwan. Hewlett-Packard (HP) established R&D center in Taiwan in 2002, it is called Product Development Center (PDC) and now has thousands of engineers. The major responsibility of R&D Centers in Taiwan is to cooperate with Notebook PC ODMs to develop and manufacture Notebook PCs. The purpose of this study is to understand how the R&D Center evaluates Notebook PC ODMs and what the key factors are for evaluation from the R&D perspective. This study is taken by the depth of literature review and expert interviews and used AHP to develop a model of the evaluation to select a Notebook PC ODM as the partner to develop a new Notebook PC and mass-produce the products after complete development and validation. On the other hand, it helps Notebook PC ODMs to understand the client's selection criteria and know what the weaknesses are to improve accordingly.

本研究以筆記型電腦產業為例，比較研究台灣與日本兩地的電腦產業結構、廠商之經營型態而合作關係。並且由五力分析、SWOT分析、價值鏈分析為分析工具。在五力分析的部分，從供應商、消費者、同業競爭者、潛在競爭者、替代品的構面，來探討台灣與日本廠商在面臨的因素，均衡狀態，配合環境的變動性發展前景等。皆下來在SWOT分析裡面找出整個筆記型電腦產業擁有的優勢、劣勢、機會而威脅，更深入瞭解台灣與日本廠商的現況，在該產業裡為了維持擁有競爭優勢，導出各產業要強化、改善的途徑。在價值鏈分析部分，引用台灣與日本之主要廠商的最近經營型態來舉例，仔細地瞭解而比較兩國廠商的經營方式。最後，並配合各分析的結果，直接進行訪問日台主要筆記型電腦廠商，經由深度訪談與深度蒐集研究的方式，套入產業結構之理論架構，會使得個案之研究更具完備性，找出未來台灣與日本筆記型電腦廠商間的合作關係。 因為筆記型電腦產業的變化非常快，五力、SWOT、價值鏈分析中的結構也隨著有變。本研究將環境之變化導入討論之中，使得產業研究更具動態的時效性，而盡量引用日本與台灣兩地的2000年第一季最新的資料，使得該研究具備動態效果。

台灣筆記型電腦代工廠商從1990年代開始，經過多年努力已經成為全球最重要的筆記型電腦代工業者，掌握超過90%的市場。然而近年代工廠商卻面臨低毛利，以及蘋果替代品和歐美市場景氣衝擊而腹背受敵以致出貨大幅下滑的困境。本研究希望藉由某個案A公司的立場，探討台灣筆記型電腦轉型平板電腦，如何在總體及產業環境下，藉由本身優劣勢的分析，配合環境的各種機會與威脅，建立一個創新而本身可以掌控的雲端運算生態體系，同時帶來相對獲利較佳的營運模式。 本研究透過檢視總體環境的雲端運算趨勢與全球英語的發展，以及分析筆記型電腦、平板電腦、印度軟體代工產業、以及蘋果iPad的商業模式等產業環境因素，整理出台灣筆記型電腦代工廠所面對的環境機會與威脅。透過對個案公司的各種內在優劣勢分析，作出以下對台灣筆記型電腦代工業者的策略建議： 1. 降低筆記型電腦代工比重，尤其是適度減少Ultrabook投入，以挪出資源給新產品。 2. 增加伺服器等相關產品線的投入，轉型為雲端硬體供應商。 3. 發展在雲端運算與相關生態體系業者的合作夥伴關係，包括與印度軟體代工業者的合作。 4. 選擇平板電腦適合的行業用產業，先從小範圍的行業用雲端運算，例如雲端英語教學，作為培養實力與經驗的起點，藉以熟悉雲端運算的商業模式，同時尋求保持良好的營運利潤水準。 / After 20 years of endeavor, Taiwanese notebook PC, or Laptop, ODMs have gained more than 90% of world share in terms of annual notebook PC shipment. However, these ODMs have been facing detrimental challenges which the profit margin is getting slimmer, and even worse is their customers have been losing markets due to both the world economy downturn, and severe challenges from Apple’s so-called “iDevice” since 2010. Through the approach the case study of a notebook PC ODM who is diversifing from notebook PC to tablet PC industry, and through SWOT analysis, I hope to figure out some feasible solution to bail the ODMs out with some innovative and profitable business models. By scrutinizing the trends of Cloud Computing and Global English under the macro environment, and the current industry status of notebook PC, tablet PC, Indian software ODMs, Apple’s iPad and its business model, we intend to figure out the overall opportunities and threats from the macro environment for the notebook PC ODMs who are keen to diversify into tablet PC field. Also, through the research to identify the internal strengths and weakness of the case company, the summary and suggestion to Taiwanese notebook PC ODMs are as follows: 1. Lower the percentage of notebook PC lines among their products portfolio. Ultrabook is not suggested to have heavy investment on. 2. Allocate sufficient resources to develop cloud-related equipments such as servers and tablet PCs. 3. Develop the crirical compentence set which are necessary for Cloud Computing, through the close partnership with major ecosystem participating companies. The cooperation between Taiwanese hardware ODMs and Indian software ODMs are highly recommended. 4. Start with one small but manageable ecosystem, such as English teaching through cloud, and get familiar with the business model and ways of sustaining profits.