政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/72539
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113318/144297 (79%)
Visitors : 51055898      Online Users : 920
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
    •  Adv. Search
    Home ‧ Login ‧ Upload ‧ Help ‧ About ‧ Administer Goto mobile version


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/72539


    Title: 電腦代工業因應山寨文化之營運模式調整之研究
    A study on a new business model of the PC manufacturer in Taiwan for Shanzhai culture
    Authors: 吳博祥
    Wu, Po Hsiang
    Contributors: 詹文男
    吳博祥
    Wu, Po Hsiang
    Keywords: 電腦代工業
    營運模式
    山寨文化
    五力分析
    價值鏈
    Date: 2013
    Issue Date: 2015-01-05 11:19:36 (UTC+8)
    Abstract: 自從2010年，Apple公司推出iPad平板電腦以來，台灣電腦代工業開始有了新的變化，筆記型電腦開始從成熟期接近衰退期; 平板電腦及智慧型手機開始從成長期接近成熟期，完整的產業體系開始吸引大陸山寨公司進入平板電腦產業。到了2013年，約有36%白牌平板電腦，提供給新興巿場。品牌廠及電腦代工業者要進入此新興巿場，如何不與山寨公司競爭，反而利用山寨公司的優勢與其合作，是本研究的主軸。

    本研究探討之研究問題包括: (一)山寨文化對電腦代工業的影響?(二)電腦代工業是否可以利用山寨文化的優勢,共同創造雙贏的局面?(三)電腦代工業面對山寨文化,如何調整營運模式?

    本研究採用個案研究方法，透過相關文獻回顧，以Afuah A.(2003)經營模式架構，先從傳統ODM經營模式做說明，再以山寨文化這個產業因素的變化，如何影響個案公司的活動，而活動又如何影響公司的資源、定位及成本，最後影響到公司最終的績效，提供給企業在面臨外在產業因素變化時企業如何因應之參考。

    本研究發現山寨文化因具有較佳的成本優勢，對台灣電腦代工業者產生威脅，但因品質問題讓品牌廠頭痛不已。所以品牌廠、電腦代工廠及山寨公司可以共同創造，利用山寨文化低成本優勢及電腦代工業者品質的優勢，三者相互合作與白牌平板電腦競爭。另外，電腦代工業者要在新與巿場中獲得利潤，就必須改變營運模式，其中最重要的就是降低成本，有效降低成本的方法可以從研發端及材料端著手。相反的，在新的營運模式當中，也會產生成本可能會增加的部份，如何將增加成本的部份，採用風險控管的方式降至最低，是企業要思考的問題。
    Since Apple’s introduction of iPad in 2010, Taiwan’s computer industry has gone through several transformations. As laptop technology becomes matured, the market demand for laptops has declined. In contrast, consumers’ demands for tablet and smartphone have increased as tablet and smartphone design matures. As a result of this increasing demand for tablets, more local Chinese companies so-called “shangzai phone makers” or counterfeit phone makers have entered the tablet market with cheap knockoff products. In 2013, counterfeit tablets controlled as much as 36% of tablet market share in the emerging markets like China.
    The research paper will focus on how major tablet brands and ODM can collaborate with these counterfeit makers and utilize counterfeit makers’ strengths to enter the emerging markets.

    This research paper will further cover the following topics:
    1) The counterfeit culture’s impact on ODM industry.
    2) The ways that ODM companies can work with counterfeit makers.
    3) The ways that ODM companies need to adjust in order to compete with counterfeit companies.

    This research paper uses case study method and reviews past references. Based on Afuah A. (2003) business model, I began the research by explaining traditional ODM business model. And, I analyze how counterfeit culture and its related industries influence companies’ business activities, resources, cost, position, and companies’ performances.

    This paper discovers that counterfeit products are a threat to Taiwanese ODM because of counterfeit products’ low cost production advantage. On the other hand, low quality is the major issue among counterfeit makers. Therefore, I believe that major brands, ODM and counterfeit makers can collaborate to compete with knockoff tablets by combining the strengths of counterfeit makers’ low cost and ODM’ quality control. Also, in order to gain profits in the emerging markets, ODM companies have to change their mode of operation. Most importantly, ODM needs to invest in R&D and in material science to find better alternatives that will reduce overall production cost. Because the adoption of new mode of operation could increase operation cost, it is imperative to search solutions to minimize and to control such by-product.
    Reference: 中文部份

    1. 中國生產力中心 (1980)，怎樣做好產品的售後服務
    2. 王文科, &王智弘. (1999).焦點團體訪談:教育與心理學適用. 台北市:五南 .
    3. 王政權,(2011), 代工轉品牌: 外部環境, 組織能力與供應商-買者關係對發展自有品牌績效之研究
    4. 司徒達賢. (2001). 策略管理新論-觀念架構與分析方法, 台北: 智勝文化.
    5. 行政院國家科學委員會(中華民國九十三年), 科技統計名詞定義手冊
    6. 吳宗成等著，（2009）山寨風暴，台北，台灣；理財文化
    7. 吳思華，(1996),策略九說，　台北，台灣；　臉譜文化
    8. 呂執中. (2004). 電子化策略與經營模式, 第二版, 台北, 美商麥格羅• 希爾.
    9. 李明軒, & 邱如美. (1999). 競爭優勢. 台北: 天下文化.(原著出版年: 1985).
    10. 周旭華, & Porter, M. E. (1998). 競爭策略: 產業環境及競爭者分析. 天下文化出版社, 台北.
    11. 張啟致. (2009). 山寨來了!: The inconvenient truth of ICT.
    12. 張殿文, & 管理科學. (2008). 虎與狐: 郭台銘的全球競爭策略. 天下遠見出版.
    13. 陳振祥. (1997). ODM 策略之理論架構與實證
    14. 彭思舟, 許揚帆, & 林琦翔. (2009). 山寨經濟大革命: 模仿為創新之母. 秀威出版.
    15. 湯明哲, & 李吉仁. (1999). 外包與專業製造廠商—雙贏的策略.
    16. 歐師維, (2008),學研機構研發成果商業化可行性評估機制之探討-以生物科技領域為例.
    17. 蔡桂賓, (2008)低價小筆記型電腦市場區隔研究-以華碩Eee PC為例
    18. 職業安全衛生署(2008)勞工安全衛生組織管理及自動檢查辦法
    19. 顏君安, (2005) 經營模式, 進入策略, 主宰設計關係之文獻研究-兼論商業智能之前導作用.



    英文部分

    1. Afuah, A., & Tucci, C. L. (2000). Internet business models and strategies: Text and cases. McGraw-Hill Higher Education.
    2. Boer, F. P. (1999). The valuation of technology: Business and financial issues in R&D.
    3. Competitive Advantage by Michael E.Porter
    4. Kotler, P. (2007). A framework for marketing management. /Ph. Kotler, KL Keller. Upper Saddle River.
    5. Liu et al. (2008), The Competence and Constraints of Brand Building for Contract Manufacturers, Journal of Brand Management,
    6. Porter, M. E. (1980). Competitive strategies: Techniques for analyzing industries and competitors.
    7. Porter, M. E. (2008). Competitive advantage: Creating and sustaining superior performance. Simon and Schuster.
    8. Smith, W. R. (1956). Product differentiation and market segmentation as alternative marketing strategies. The Journal of Marketing, 3-8.
    9. Stevenson, W. J., & Hojati, M. (2007). Operations management (Vol. 8). Boston: McGraw-Hill/Irwin.
    10. William J. Stevenson,(2005) Operations Management,McGraw-Hill/Irwin, New York
    11. Yin, R. K. (Ed.). (2005). Introducing the world of education: a case study reader. Sage.
    12. Yin, R. K.(1994). Case study research: Design and methods.
    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    101932130
    102
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0101932130
    Data Type: thesis
    Appears in Collections:[Executive Master of Business Administration] Theses

    Files in This Item:

    File SizeFormat
    213001.pdf1536KbAdobe PDF2202View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback