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    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/77193


    Title: 品牌智慧手機廠的委外策略 – 以H公司為例
    Branded Smartphone company outsourcing strategy for H company
    Authors: 王潤邑
    Wang, Jun-Yi
    Contributors: 郭炳伸
    Biing-Shen Kuo
    王潤邑
    Wang Jun-Yi
    Keywords: 智慧手機
    五力分析
    競合理論
    價值網
    委外
    Smartphone
    5-Force Analysis
    Co-opetition
    ValueNet
    Outsourcing
    Date: 2015
    Issue Date: 2015-08-03 13:23:23 (UTC+8)
    Abstract: 根據Canalys公司2014年所發布的統計資料，全球智慧型手機的年出貨量由2011年的5億支，預估到了2018年將會成長到18億支，2013 – 2018的年複合成長率高達12.9%。接下來幾年市場主要的成長力道將會來自以中低階手機為主中國、印度、中東歐及東南亞等新興國家。

    在此同時，聯發科以及高通等晶片供應商，採取「公版架構(Reference Design)」的策略提供Turn-key Solution，大幅降低了智慧型手機的設計與製造難度，智慧型手機發展到今，產品及業界供應鏈生態已趨於成熟，對於供應鏈以及製造成本的掌控，成為廠商獲利與否的重要關鍵因素。

    個案公司曾在2011年寫下EPS 73元的台股高獲利紀錄，但在2012年驟降為EPS 20元，並於2013年產生虧損。本研究將先以Porter（1980）提出的五力分析法針對手機產業進行分析，以瞭解智慧型手機的產業特性及智慧型手機業者近幾年獲利能力分配驟變的原因，同時分析五力如何影響智慧手機業的經營策略。

    隨著產業結構的更迭演進，越來越多學者嘗試採用「互補」的角度來思考「競爭」，不再執著在搶食市場固定大小的餅，而是藉由適度的競爭與合作，把市場的餅做大。本研究將採用Brandenburger與 Nalebuff（1996）所提出的競合理論及價值網(ValueNet)理論，試著探討手機產業如何依據供應者、顧客、競爭者與互補者四種角色，同時融合競爭與合作兩個層面的思維，透過改變賽局的五個要素（又稱PARTS），亦即參賽者（players）、附加價值（added value）、規則（rules）、戰術（tactics）與範圍（scope），來探討H公司的委外策略，藉以提升H公司的獲利能力。
    According to Canalys 2014 research, global smartphone shipments will grow from 500 million units in 2014 to 1.8 billion units in 2018. The CAGR from 2013 to 2018 is 12.9%. Major growth will come from mid-entry level devices in emerging countries like China, India, Middle East and South East Asia countries.

    At the same time, Turn-key solution from MTK or Qualcomm has lowered the barrier to smartphone industry hugely. The key profit factor for key smartphone companies rely on good control of supply chain and BOM cost.

    H company has created the record of EPS NT$ 73 in 2011 but dropped to NT$20 in 2012 and started to lose money in 2013. This research will start from 5-force analysis by Porter (1980) and then adopt Coopetition and Value Net theory from Brandenburger and Nalebuff (1996) to explore a better outsourcing strategy for H company in order to lift it’s profitability.
    Reference: 一、中文文獻：
    1. Adam M. Brandenburger 與 Barry J. Nalebuff，許恩得譯，2004，「競合策略」，培生教育。
    2. 宏達電子股份有限公司編印，2014，「宏達電子股份有限公司2013年報」，宏達電子。
    二、英文文獻：
    1. Porter, M.E. (1980). “Competitive Strategy-techniques for Analysis Industries and Competitors.” New York: Free Press.
    2. Porter, M.E. (1985). “Competitive Advantage: Creating and Sustaining Superior Performance.” New York: Free Press
    3. Porter, M.E. (1997). “How Competitive Forces Shape Strategy.” Harvard Business Review.
    4. Porter, M.E. (2008). “The Five Competitive Forces That Shape Strategy.” Harvard Business Review
    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    101932088
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0101932088
    Data Type: thesis
    Appears in Collections:[Executive Master of Business Administration] Theses

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