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| Title: | 被動元件廠商創新商業模式之研究-以B公司為例
Research on Innovative Business Model of Passive Component Vendors– A Case Study of B Company |
| Authors: | 林國書
Lin, Kuo-Shu |
| Contributors: | 詹文男
尚孝純
Zhan, Wen-Nan
Shang, Xiao-Chun
林國書
Lin, Kuo-Shu |
| Keywords: | 被動元件
主動元件
電路板
代工
價格
供應商
代理商
一次性工程費用
現場技術兼業務工程師
應用工程師
商業模式
Passive Components
Active Components
PCB
OEM
Price
Suppliers
Distributors
NRE
FAE
AE
Business Model |
| Date: | 2021 |
| Issue Date: | 2021-09-02 16:29:16 (UTC+8) |
| Abstract: | 不論是軍事、工業應用領域、消費性電子、醫療產業或是最近很火紅的車用 電子，都必須仰賴被動元件來達成。也因此被動元件供應商為數者眾，全球被動 元件廠商多達上萬家，加上市場激烈的競爭，導致兩種怪異現象，一是幾乎多數 的被動元件不論是哪家廠商製造，為了能夠迎合其客戶需求，標榜讓其客戶不用 再重新設計電路板，所以不僅外型和尺寸都做的一模一樣，就連產品號碼都有相 同命名。
二來由於受到消費性電子產品的短生命週期與高速汰換率影響，大多數的產 品製造商為了用最快的速度將產品推廣到市面上，所以許多產品應用要嘛直接由 工廠端直接統一代工再各別貼牌，要嘛直接參考其他競爭對手或是元件供應商的 參考設計直接沿用製造，所以長久以來，這兩個現象導致了被動元件只剩下削價 競爭的價值，很多元件特性的細節都被忽略，也直接的導致產品設計工程師，也 就是所謂的硬體工程師對於元件越來越不了解，畢竟都是價格導向。
有鑑於長久以來被動元件只能淪為價格競爭的銷售模式，本研究目的希望能 夠透過分析舊有的商業模式、總體環境分析、產業競爭分析、顧客需求分析以及 SWOT 分析來探討被動元件之業務與背景、被動元件之市場需求、被動元件廠商 當前所遭遇之瓶頸並找出被動元件的其他特性，期望能藉由所發現的特點來改善 其銷售方式，最後以 B 公司為例，來分析透過創新的商業模式之後，如何能增加 公司的業務銷售量。
Regardless of whether end application is in military, in industrial, in consumer electronics, in medical industry or in automotive electronics which is very popular recently, without those passive components all mentioned above are unable to be achieved. Therefore, there are more and more passive component suppliers trying to share this market, there are at least tens of thousands of passive component manufacturers in the world, and due to passive component companies compete each other extremely thus led to two weird phenomena. One is all the passive components regardless of whether manufactured by which company, the dimension and naming of components are all the same, because most of passive component suppliers in order to win the orders from customers therefore flaunting if use their products, customers will not need to redesign their PCBs, in other words they’re flaunting that they are saving customer’s cost of product development.
The other one is due to the life cycle of consuming electronic products are usually shorter than industrial products or other application products. Meanwhile consuming products are very easily to be replaced by similar products with lower price or advanced functionalities. Hence most of product manufacturers in order to promote their products to the market at the fastest speed, those different product manufacturers either are used to adopt the same hardware designed or OEMed by the same factory or referring to other competitors or component supplier’s reference design then manufacturing it directly. Therefore, these two phenomena have been leading to the only one value of passive components left is price competition for a long time. And also led to two important things neglected are why their products need those passive components and what their characteristics are. At the same time, it has led to product
design engineers or so-called hardware engineers are becoming unfamiliar with those passive components and even ignored safety issue during designing those products. After all, they are all price-oriented.
In view of the fact that the only value of passive components is being reduced to a price-competitive business model for a long time, the purpose of this research is to explore through existing business model, overall environmental analysis, industry competition analysis, customer demand analysis, and SWOT analysis to discuss about the business and background of passive components, the market demand of passive components, the current bottlenecks encountered by passive component suppliers and to find out other useful characteristics of passive components intended to improving its business model based on the new discovered characteristics. Finally, taking company B as an example, to analyze how the newly innovative business model can increase the company’s business sales. |
| Reference: | 中文書籍
1. 詹文男，(2012)。做自己職場的諸葛亮。台北:天下雜誌出版社。
碩博士論文
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中文網際網路
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鏈。
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31. 總體環境分析。檢自: https://zh.wikipedia.org/wiki/PEST 分析。
32. 機器人定義。檢自，https://zh.wikipedia.org/wiki/机器人。
33. 衝擊與不確定性分析。檢自，
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英文網際網路
1. Alexander Osterwalder’s Business Model Canvas Template, from: https://interaction.net.au/articles/business-model-canvas-template/。
2. A State in India was struck by Lightning more than 3,6000 times in 13 hours, from: https://time.com/5256964/india-lightning-strikes-monsoon/。
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英文期刊、論文
1. Alexander Osterwalder, (2010). Business Model Generation.
2. Virginia Satir,(2017). The Satir Systemic Coaching Model, Satir International
Journal, 2017, Vol. 5. No.1.
英文書籍
1. Adele Revella, (2015). Buyer Personas: How to Gain Insight into your Customer’s Expectations, Align your Marketing Strategies and Win More Business, Wiley. |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
108932080 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0108932080 |
| Data Type: | thesis |
| DOI: | 10.6814/NCCU202101227 |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
|
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