台灣電子產業以製造代工起家，近年來受到產業環境以及全球化競爭的影響，使得代工的毛利逐年降低，許多企業也陸續進行轉型與升級，朝向建立專業研發技術與自有品牌兩種模式發展，本研究以筆記型電腦產業與行動電話產業為例，各選取兩家具代表性的公司進行個案分析研究，目的要歸納出不同產業以及個別公司在經營模式選擇上的差異。
透過本研究可發現影響企業經營模式的抉擇因素，包含整體產業的屬性、全球競爭態勢以及未來發展趨勢等外在環境因素，產業的差異對於策略選擇的考量，因市場動態的不同而要能夠靈活調整，歸納兩個產業所得到具體結論如下：
代工經營模式：
1.運用規模經濟，擴大產業鏈垂直與水平的整合，以生產成本為導向，創造競爭優勢。
2.強化研發實力，增加產品線廣度與深度，開發多角化、高階產品。
3.積極進行產業升級與轉型，建立技術能力，朝向專業設計代工發展。
品牌經營模式：
1.關鍵在於產品的特色。產品要能夠要引領消費趨勢，創造終端使用者的需求。
2.必須擁有前瞻的技術能力，掌握未來市場的脈動。
3.能夠發展出獨特的營運模式，同時深耕通路零售的經營。
對於任何企業而言，必須要瞭解自身內部的競爭優勢與關鍵成功要素，建立專屬的核心能耐，才能延續企業的生命力。 / Taiwan electronic industry started from OEM and some of the companies are very successful in worldwide. The industrial environment has changed and is more competitive and the margin of OEM is getting less during these years.Most of the companies are aiming to become more competitive by improving their R&D technique and build own brand awareness.
This study is based on Notebook and Mobile phone industries to analyze the differences of management in these two fields, and I have chosen two representative companies for each field.
Through the research we can conclude there are several factors to affect the enterprise strategy. The findings are as follows:
OEM companies should:
1.Integrate industrial chain and enlarge economic scale to decrease the production cost.
2.Strengthen and develop the R&D ability and increase various product lines.
3.Improve own technologies and unique designs to be more competitive.
OBM companies should:
1.The products can lead the trend and meet the request of end consumers.
2.Create pioneer technology and catch the market trend.
3.Create innovative business model and good management of the channels.
All enterprises should find their own advantages and KSF to build their core competency to extend the business life.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0097380010 |
| Creators | 陳廷彥 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
Page generated in 0.0022 seconds