電子書閱讀器OEM/ODM事業部計畫書 / This business plan is for an OEM/ODM company to launch a new eBook Reader Division targeting on emerging eBook reader OEM/ODM business. Since the success of Amazon Kindle eBook Reader, the industry expect significant growth after 2010 as the technology and platform are mature enough to provide a good feature product to meet consumer’s requirement in portable reading. The X Company is an OEM/ODM company with a lot of experience in 3C device design and manufacture. Its scale is medium size, much smaller than first tier OEM/ODM companies, like Foxconn and Wistron. However, it still have some bargaining power in some specific category. This business plan is to analysis the market opportunity and build competitive advantages for eBook reader OEM/ODM business. The plan starts from January 2010 and will create a team for eBook reader OEM/ODM business. With next 4 years, this business division’s target is to achieve 6% market share of global eBook OEM/ODM business and it will generate about 3.7 million USD Net Present Value.

The Taiwan information industry by the high quality technical manpower and the superior investment environment attract international factories investment, released the high gross margin of labor order form, also enabled Taiwan become the international famous Original Equipment Manufacturing (OEM), but as a result of the industrial competition, the OEM customer greatly chopped the OEM product unit price, enabled the OEM merchant only obtain the meager profit. Moreover, mainland China, Eastern Europe, India and so on have the high comparative advantage country spring up, also causes the Taiwan information merchant lose many OEM order forms, some of the merchant continues to be engaged in the great quantity and low cost OEM service. Another part, like the empirical study merchant: BenQ, ASUS, Accton, Optoma, they continued in the OEM experience by the past, after accumulated own R&D and the manufacturing capacity, in order to obtain incompletely restrained from the OEM customer's controlling force in the produce market, they chose the Ordnance Bench Mark (OBM) strategy to strengthen the merchant homemade brand. The present thesis found that, when the industrial growth hastens, the technology slow tends to maturely, the low technical barrier phenomenon and so on, the OEM merchants in order to enhance the product competitive ability, they introduction advanced technology, emphatically to the new product technological innovation to take the competitive advantage. In order to continue the product technology superiority, grasps the new product design and development, invests the development emerging commodity and the new product technology, will positively develop the innate brand service in the new produce market domain. Merchant after the OEM times not only may obtain the OEM customer to provide the product specification design, the product quality stipulation, the system regulation standard as well as regarding the quality request, but also has help the merchant¡¦s change the resources ability. The merchant in order to conform to customer's requirement, the merchant must strengthen the original quality control concept, to promote the product manufacture quality. Also increases the buyer negotiations strength, becomes the international great merchant partner of the strategy alliance. Moreover, the OEM merchant also trades the OEM customer's product at the same time, enables the merchant have the ability to develop the market channel, in order to help reform to the Ordnance Bench Mark (OBM) merchant in the future. However, establishes the brand is the kind of processes which communicate with the consumer, therefore besides establishes the successful brand, and also must invest the high quota massive funds and the manpower. But the Taiwan OEM merchant core competitive ability is in the product manufacture productivity, not above product marketing ability. Even though, the present thesis merchant still chose the OBM service condition, the main difference came from the merchant¡¦s OBM strategic intent, even though present stage merchant in marketing ability insufficiency, but the merchant OBM high strategic intent, gradually increased the customer oriented activities and slowly accumulated resources variations from the process to enhance the brand management ability.

Stuttgart, Univ., Studienarb., 2002.

Zugl.: Braunschweig, Techn. Univ., Diss., 2010

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.

En kartläggning på Electrolux externa transporter är gjord för att undersöka vilka faktorer som påverkar lastbilstransporter i dagsläget. Electrolux produktion och lager är uppbyggt efter TPS och kanban vilket betyder att allt som är slöseri skall elimineras och material/komponenter/artiklar endast blir försedda i produktionen vid behov.   Idag använder sig Electrolux av slingbilar, som är ett transportsystem där en lastbil kör samma rutt kontinuerligt under året. Rutten utformas efter företagets leverantörer och antal dagar slingbilen ska köras sätts efter företagets behov av material/komponenter/artiklar.   För att en slingbil ska vara prisvärd ska den antingen ha ett samspel med utgående gods eller ha tillräckligt hög fyllnadsgrad för att utesluta andra transportmöjligheter. En kartläggning på tre slingbilar är gjort och den gav oss den totala fyllnadsgraden på de tre slingbilarna. De tre olika slingorna vi har analyserat är Skåneslingan, Hovaslingan och Nordöstra Skåneslingan. Skåneslingan har ett samspel med utgående gods och därför är ingen större analys gjord på denna slinga. Hovaslingan har en tillräckligt hög fyllnadsgrad och en förändring på slingan skulle inte medföra några större besparingar. Nordöstra Skåneslingan har en låg fyllnadsgrad och inget samspel med utgående gods vilket har medfört att slingan idag inte är ett prisvärt transportalternativ. Kanbansystemet i produktionen och lagret kräver att Nordöstra Skåneslingan körs två gånger i veckan då kapitalbindningen för material/komponenter/artiklar ska hållas låg enligt kanban.   I dagsläget är inte Nordöstra Skåneslingan optimal då fyllnadsgraden är så pass låg att andra transportsätt bör övervägas eller nedskärning på antal dagar. Rapporten innefattar en djupare analys på Nordöstra Skåneslingan där dagsläget är undersökt samt att lagda förslag är analyserade för att optimera upphämtningen av gods från slingan. Varje transportsätt har sina för- och nackdelar vilket är vägda mot varandra för att identifiera de faktorer som påverkar det mest prisvärda transportalternativet för ett företag som använder sig av TPS.

<p>Purpose/Topic: The proposed research explores impact of the direct marketing actions by component suppliers on (a) sales (objective measure) and (b) industrial customer‟s perception (subjective measures) of the final product (c) and the market development. The proposed research will focus on the bicycle industry. Research Question: "To what extent Shimano‟s component brands important to Shimano customer, and which actions can Shimano undertake to facilitate its brand‟s further market penetration?" Design/Methodology: Two approaches were used to answer the main research question. First, existing literature on ingredient and co-branding was analyzed. Second, we conducted an experiment on a new direct marketing initiative by Shimano-Europe BV. The initiative is "Reliability" campaign that introduces a service logbook across 8 European countries. Originality/Value: There is no research to this date, which empirically examines the influence of component supplier on sales and perception of ingredient brand, especially in the bicycle industry. Role of service and service network is also examined as one of the crucial influences on ingredient brand management. This research provides the base for further exploration in the area of ingredient branding and give guidelines for Ingredient Brand Management. So far, ingredient branding has been studied in contexts of food, chemical and computer industries. This research examines market leader in bicycle industry on 8 different national markets in Europe. Products supplied by Shimano require service and those products differ from ingredients which are consumed in form of food or apparel (that does not requires any service).</p><p> </p>

Purpose/Topic: The proposed research explores impact of the direct marketing actions by component suppliers on (a) sales (objective measure) and (b) industrial customer‟s perception (subjective measures) of the final product (c) and the market development. The proposed research will focus on the bicycle industry. Research Question: "To what extent Shimano‟s component brands important to Shimano customer, and which actions can Shimano undertake to facilitate its brand‟s further market penetration?" Design/Methodology: Two approaches were used to answer the main research question. First, existing literature on ingredient and co-branding was analyzed. Second, we conducted an experiment on a new direct marketing initiative by Shimano-Europe BV. The initiative is "Reliability" campaign that introduces a service logbook across 8 European countries. Originality/Value: There is no research to this date, which empirically examines the influence of component supplier on sales and perception of ingredient brand, especially in the bicycle industry. Role of service and service network is also examined as one of the crucial influences on ingredient brand management. This research provides the base for further exploration in the area of ingredient branding and give guidelines for Ingredient Brand Management. So far, ingredient branding has been studied in contexts of food, chemical and computer industries. This research examines market leader in bicycle industry on 8 different national markets in Europe. Products supplied by Shimano require service and those products differ from ingredients which are consumed in form of food or apparel (that does not requires any service).

Abstract In retrospect, Taiwanese manufacturers have outstanding abilities in production which attracted Western international branding companies to give their orders to Taiwan firms. However, with the emerging countries¡¦ arising made a huge impact toward Taiwan OEM industry. This research is aimed at exploring on the gap analysis and strategies of filling the gap on OEM firms trying to transforming to OBM, and together with exploring on the strategic human resource planning during transforming. This research is mainly through data analysis, case study Company¡¦s interview and the comparison with Benchmark Company to achieve the research purposes. This research selects design industry, and moreover, the case study A company is undergoing this OEM to OBM process, in addition to explore the competencies and together with strategic human resource planning dimensions, and as well as the difficulties they were facing. And then, this research used a benchmark firm, Franz, which is also in design industry to make comparison and to learn from Franz through a dynamic competency view. The main contribution of this study is to explore the issue of competency gap while OEM transformed into OBM firms, and used dynamic competency view to suggest the case studied A company to consider different developing stages while making human resource plan. As for those Taiwanese design and fashion companies who also pursue transforming, this research will bring them great benefits.

Abstract As technology advances, new computer, telecommunications and consumer electronic products are constantly being introduced, giving consumers more choice than in the past. However, fluctuations in the business cycle mean that competitors fight to gain market share and this often results in an oversupply of 3C products and a decline in prices. Taiwan's notebook industry is world-famous, but because of pressure from foreign companies profit margins are relatively low. The notebook producers try to control the price of the components by putting pressure on component makers. This leads to a price war between the suppliers and even the winners of this war still have to cut prices on a quarterly basis. Technology, consumer preferences and prices are all changing rapidly. Component agents are being squeezed between suppliers, who want to maintain a fixed price, and customers who want prices to be cut. This has reduced profit margins. This research focuses on how passive component agents change in response to this situation and meet the demands for higher quality, better service, lower prices and faster delivery. The case study concerns Company A, which originally acted solely as a passive component agent. It examines how, between 2002-2010, the company restructured its business and supply chain and developed its own-brand components to gain key competitive advantage and establish an operating platform. This study researched the relevant literature and information concerning Company A to produce a summary of the company's transition strategy and how it was implemented. It is hoped that this research will provide a reference for other agents which are going through a similar transition. Keywords: passive components, OEM, own-brand, competitive advantage