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    政大典藏 > College of Commerce > International MBA > Theses >  Item 140.119/31319


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/31319


    Title: 個人電腦與網通產業ODM的比較與分析
    A comparison between computer and networking industries － The case of ODM models
    Authors: 林育駐
    Lin, Albert
    Contributors: 譚丹琪
    Tan, Danchi
    林育駐
    Lin, Albert
    Keywords: 個人電腦
    Date: 2008
    Issue Date: 2009-09-14 09:47:29 (UTC+8)
    Abstract: 個人電腦與網通產業ODM的比較與分析
    A comparison between computer and networking industries – The case of ODM models
    By
    Albert Lin, 林育駐

    The OEM or ODM business model has been playing a critical role in the history of Taiwan’s industrial development. The business model has evolved, and has eventually been applied, most successfully on the personal computer (PC) industry. In the past decade, the personal computer industry has become the backbone for Taiwan’s information technology (IT) industry, whereby Taiwanese ODM suppliers provide design and manufacturing services to world-class, famous brand name manufacturers like Dell Computer or Hewlett-Packard, to name just a few.

    Compared with the personal computer industry’s beginnings, the networking equipment industry was initiated a bit later and flourished at its peak before the internet bubble in the beginning of this century.

    There are quite a few differences between the nature of the personal computer industry and the networking equipment industry in terms of operation of their ODM business models.

    For instance, the personal computer market is now becoming very saturated and mature with an excessive number of competitors in the industry. Meanwhile, the networking equipment market is still growing with products with various new features, or applications created by the increasing demand of broadband and wireless from the general public.

    The purpose of the thesis is to analyze the differences when adapting Michael Porter’s five forces model frame work, and from its assessments in understanding the attractiveness level among the two industries that make them what they are today.

    From the assessment by Michael Porter’s five forces’ frame work in terms of threat of entry, threat of rivalry, threat of suppliers, threat of buyers, and threat of substitutes, a conclusion was drawn that the networking equipment ODM industry is more attractive than the personal computer industry.
    1 Introduction 10
    1.A Research motivation 10
    1.B Research purpose 12
    1.C Research scope 12
    2 Literature – Porter’s five force model 14
    2.A The threat of entry 15
    2.B The threat of rivalry 16
    2.C The threat of substitutes 17
    2.D The threat of suppliers 18
    2.E The threat of buyers 18
    2.F Summary of Porter’s five force model 19
    3 ODM industry introduction 21
    3.A Definition OEM and ODM 21
    3.B OEM and ODM in Taiwan 21
    3.C Industry momentum shift from low commercial value industry to higher commercial value industry 24
    3.D ODM industry introduction – personal computers 27
    3.D.1 Definitions 27
    3.D.2 ODM personal computer characteristics 30
    3.D.3 Summary of the PC industry in Taiwan 37
    3.E ODM industry introduction – networking equipment 37
    3.E.1 Definitions 38
    3.E.2 Networking equipment manufacturing industry in general 39
    3.E.3 ODM networking equipment characteristics 40
    3.E.4 Summary of networking ODM industry in Taiwan 47
    4 Networking and personal computer ODM industry comparison using Porter’s Five Forces Model 49
    4.A Recap of Michael Porter’s Five Forces Model 50
    4.B Comparison of the personal computer with networking 50
    4.B.1 New entry threat - economies of scale 50
    4.B.2 New entry threat – product differentiation 50
    4.B.3 New entry threat – know-how 51
    4.B.4 New entry threat – learning curve cost advantage 51
    4.B.5 New entry threat – customer switch cost 52
    4.B.6 Rivalry within an industry – large number of competing firms 52
    4.B.7 Rivalry within an industry – slow industry growth 52
    4.B.8 Rivalry within an industry – lack of product differentiations 53
    4.B.9 Bargaining power of suppliers – supplier`s industry dominated by small number of firms 53
    4.B.10 Bargaining power of suppliers – supplier`s sell unique or highly differentiated products 54
    4.B.11 Bargaining power of suppliers – suppliers threaten forward vertical integration 54
    4.B.12 Bargaining power of customers – numbers of buyers is small 54
    4.B.13 Bargaining power of customers – products sold to buyers are undifferentiated and standard 55
    4.B.14 Bargaining power of customers – buyers threaten backward vertical integration 56
    4.B.15 Threat of substitute products 56
    4.C A line by line table summary comparing the personal computer industry with the networking equipment industry in Porter’s Five Forces frame work 57
    4.C.1 PC v.s. networking suppliers attractiveness - Bargaining power of customers 57
    4.C.2 PC v.s. networking suppliers attractiveness - Threat of entrants 58
    4.C.3 PC v.s. networking suppliers attractiveness - Competitive rivalry within industry 59
    4.C.4 PC v.s. networking suppliers attractiveness - bargaining power of suppliers 60
    4.C.5 PC v.s. networking suppliers attractiveness - threat of substitute products 61
    5 Summary and conclusions 61
    5.A Summary 61
    5.B Managerial implications 63
    5.B.1 Implications to managers in the personal computer industry - provide total service solution with additional value by leveraging logistic service 63
    5.B.2 Implications to managers in personal computer industry - backward vertical integration and product portfolio expansion 64
    5.B.3 Summary for implications to managers in the personal computer industry 64
    5.B.4 Implications to managers in the networking ODM industry 65
    5.C Research limitation 65
    5.D Suggestions for future research direction 66
    Reference: References
    中文部份
     王慧美, 國際代工夥伴關係下之資產專屬性與能力建購-供應商觀點分析, 國立臺灣大學國際企業管理研究所博士論文, 2001
     江芳韻, 台灣PC產業的現況與未來, 2008/1/29, IDC
     宋國彰, 資訊電子委外設計製造代工之策略研究 – 供應商之觀點, 國立政治大學經營管理碩士論文, 2003
     邱貴堂, 2008網通產業趨勢分析, Global Economic Outlook
     林國隆, 從EMS產業發展趨勢探討 – 台灣資訊電子業OEM/ODM廠商因應策略, 國立清華大學高階經營管理碩士論文, 2003
     林詩萍, 拿下全世界九五％筆電市場，還血本無歸 不要再殺了！廣達、仁寶首次齊喊漲2008-05-27聯合晚報
     陳慧玲, 「三年一運，好壞照輪！」台灣網通設備產業2007年大預言V.S.大混沌, 2007/2/15 Digitimes
     黃銘章, 影響代工供應商與顧客間夥伴關係因素之研究-以台灣電子資訊產業為例, 國立政治大學經營管理碩士論文, 2001
     張振祥, ODM策略之理論架購及實證, 國立臺灣大學國際企業管理研究所博士論文, 2005
     張朝堂, 少量多樣之電子業代工製造優勢研究 – 以中小型電子公司為例, 南華大學管理科學研究所碩士論文, 2003
     張書芸,代工觀係承諾因素之探討, 國立台北大學企業管理學系碩士論文, 2001
     張殿文, 虎與狐, 台北市: 天下文化出版, 2005
     張紹勳, 研究方法, 滄海書局, 2000
     歐書帆, 國際資訊大廠選擇代工製造廠商之評量準則研究, 國立交通大學科技管理所碩士論文, 2004
     鄭呈皇, 廣達只成長11% 創近4年新低,商業週刊 895期, 2004
     摩根士丹利, PC漲價：代工廠成輸家, 2008/05/22 聯合晚報
    English reference
     Alcatel-Lucent supplier presentation 2007
     Barney, J.B., Firm Resources and Sustained Competitive Advantage, Journal of Management, 17, pp 99-120, 1991
     Dell’Oro Group 2008
     Delta Networks company presentation (June, 2008)
     Gilley, K. M., and A. Rasheed, Making More by Doing Less: An Analysis of Outsourcing and Its Effects on Firm Performance, Journal of Management, 2000, Vol. 26, No. 4, pp. 763-790.
     Kotabe, M., Global Sourcing Strategy: R&D, Manufacturing, and Marketing Interfaces, 1992, New York: Quorum.
     Lomas, Paul. N., The implication of outsourcing. Frozen Food Age, New York, Vol. 46 pp.33-38, 1997
     Porter, M. E., Competitive Strategy – Creating and Sustaining Superior Performance, New York: Free Press, 1985
     Porter, M. E., Competitive Strategy- Technique for analyzing industries and competitors, New York: Free Press, 1980
     Popper, F., Industry Structure and Competitive Advantage, Madison, WI, 1984
     Pisano, Gary P. and Steven C. Wheelwright, The new logic of high-tech R&D, Harvard Business Review, 73(5), pp.93-105, 1995
     Salop, S., “Strategic Entry Deterrence,” American Economic Review, May 1979, pp. 335-338.
     Tsai, Han Chang, Evolution of Dynamic Collaboration between contract manufacturer and branded firm: A case study of the value migration in notebook industry, Master thesis in National Central University 2005
     Wu, Yu-Cheng A Study of Industry Characteristics & Business Models- IPC Industry in Taiwan, EMEA Thesis in TamKang University, 2002
     Yen, Yu-Xiang, The Analysis of Outsourcing Usage in Developing Own Brand based on Resource-Based View – An Example from Taiwan’s Notebook Computer ODM Firms, Doctor thesis in National Central University, 2006
    Description: 碩士
    國立政治大學
    國際經營管理碩士班(IMBA)
    93933010
    97
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0093933010
    Data Type: thesis
    Appears in Collections:[International MBA] Theses

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