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.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0097932001 |
| Creators | 崔國斌 |
| 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 |
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