台灣以「代工王國」聞名，生產低價格、高品質的商品，在全球分工中扮演了重要的角色，但隨著代工利潤不斷降低，自創品牌成了廠商轉型的唯一出路，況且如何維持與品牌商的關係，以避免自創品牌的發展受阻，甚至影響原先主要的營收來源，已成為代工廠重要的新挑戰。因此，對於中小企業來說將無法避免的是，面臨被市場機制淘汰或選擇轉型永續經營，該思索如何突破目前的產業困境，是台灣中小企業主須共同提前規劃並且佈局的難題。

David為專業牙刷代工Acumen公司的創辦人，是一間集模具設計、設備開發、化工印刷等優勢的專業牙刷製造商，也是低調的台灣隱形冠軍。面對再棘手的問題，都沒能難倒David，但這次卻因為置身不同產業的新競爭者都進來搶生意而憂心忡忡，眼下面對同業的競爭，讓他再一次面臨壓力與威脅。這讓他萌生不能只是做代工的想法，企業需有危機意識，他開始思考如何推動企業轉型，面對接二連三的經營危機。

本個案探討的管理議題包含企業轉型衍生組織變革、代工廠與品牌商之競合關係、跳脫製造業品牌思維等。眼下面對同業的競爭，公司該要如何運用現有資源與過往的成功經驗去面對這樣的局势，並且擔心企業在轉型的過程中衍生的組織變革能否成功？而現今代工廠的策略決定，除了考量競爭關係外，也應考量合作關係，能不能在合作中啟動競爭？公司要轉型經營自有品牌，是要如何跳脫製造業品牌思維來發展品牌業務？

代工廠在面臨轉型時如何運用自身的資源與優勢開創新的競合模式，進而學習企業主面對未知的挑戰運用其創業家的特質，不斷向上挑戰，為公司將來的永續經營及傳承交棒打下良好的基礎，期望在兼顧市場需求的同時，也能時時掌握好未來環境的變革，讓代工廠在原本相對弱勢且沒有足夠資源與籌碼的情況下，面對品牌客戶是如何華麗轉身。

Taiwan is known as the "kingdom of foundry". It produces low-priced, high-quality products and plays an important role in the global division of labor. However, as foundry profits continue to decline, self-owned brands have become the only way for manufacturers to transform. Maintaining relationships with brand owners to avoid hindering the development of self-owned brands and even affecting the original main source of revenue has become an important new challenge for foundries. Therefore, it is inevitable for small and medium-sized enterprises to be eliminated by market mechanisms or choose to transform and operate continuously, they should think about how to break through the current industrial dilemma.

David is the founder of Acumen, a professional toothbrush OEM company. He is a professional toothbrush manufacturer integrating mold design, equipment development, chemical printing and other advantages, also a low-key Taiwanese hidden champion. Faced with no matter how difficult the problem was, David could not be beaten, but this time he was worried because new competitors from different industries came in to grab business. The immediate competition in the industry put him under pressure and threats again. This gave him the idea of not just being a foundry. The company needs to have a sense of crisis. He began to think about how to promote the transformation of the company and face successive operating crises.

The management issues discussed in this case include organizational transformations derived from corporate transformation, the co-opetitive relationship between OEMs and brand owners, and the escape of manufacturing brand thinking. With the current competition in the industry, how should the company use its existing resources and past successful experience to face such a situation, and worry about the success of the organizational changes derived from the company in the process of transformation？ The strategy of today’s foundries decides that in addition to considering competitive relationships, they should also consider cooperative relationships, could start competition in cooperation？ In order to transform and operate its own brand, how can the company break away from the manufacturing brand thinking to develop its brand business？

How OEMs use their own resources and advantages to create a new model of competition and cooperation when facing transformation, and then learn how business owners face unknown challenge, use their entrepreneurial characteristics, continue to challenge upwards, and contribute to the company’s future sustainable operation, and inheritance laying a good foundation, it is hoped that while taking into account the market demand, it can also grasp the changes in the future environment from time to time, so that the foundry will turn around in the face of brand customers when it is relatively weak and does not have sufficient resources and chips.

一、中文文獻

李山（2012），代工廠商自創品牌動態競合策略探討，國立政治大學企業管理研究所未出版博士論文。

周添城、林志誠（1999），台灣中小企業的發展機制，台北：聯經。

胡釗維（2007），布局三城做全球牙刷代工王，商業周刊第1048期。

陳蘊芳、郭憲誌與林孟彥，2017。社群參與之活化。管理學報，第三十四卷第四期：529-555。

虞邦祥、林月雉、張小鳳（2009），傳承或變革：台灣企業接班歷程之質性研究，組織與管理，2（2），109-153。

譚春虹（2015），哈佛氣質課－獻給奮鬥中的你。

二、英文文獻

Benner, M. J., & Tushman , M. L.（2003）. Exploitation, exploration, and process management The productivity dilemma revisited. Academy of management Review, 28（2）, 238-257.

Brandenburger, A. M., & Nalebuff, B. J.（1996）. Co-opetition. New York：Doubleday.

Chen, M. J., & Miller, D.（2015）. Reconceptualizing competitive dynamics ：A multidimensional framework. Strategic Management Journal, 36（5）：758-775.

Cummings, T. G., & Worley, C. G.（2008）. Organization Development & Change, 9th, Mason： South-Western, 510.

Damanpour, F.（1987）. The adoption technological administrative and ancillary innovations： Impact of organizational factors. Journal of Management, 13, 675-688.

Damanpour, F.（1991）. Organization innovation ： A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34, 555-590.

Damanpour, F., & Evan, W. M.（1984）. Organization innovation and performance：The problem of "Organizational Lag". Administrative Science Quarterly, 29, 392-409.

Danneels, E.（2002）. Disruptive technology reconsidered ： A critique and research agenda. Journal of Product Innovation Management, 21（4）, 246-258.

Hobday, M.（1995）. East Asia latercomer firms： Learning the technology of electronics industry. World Development, 23（7）：1171-1193.

Quinn, J. B., & Hilmer, F. G.（1994）. Strategic outscourcing. Sloan Management Review, 35（4）：43-55.

三、網路文獻

AC Nielsen（2007），台灣牙刷十大品牌銷售分析，付費報告。
https://www.nielsen.com/tw/zh/

Grand View Research（2019.07），手動牙刷市場規模份額行業報告2019-2026，報告編號GVR-3-68038-231-0 。https://www.grandviewresearch.com/industry-analysis/manual-toothbrush-market

Jeordan Legon（2003.01）.Toothbrush trounces car as top invention：CNN.com.
http://edition.cnn.com/2003/TECH/ptech/01/22/toothbrush.king/index.html