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研究生: 詹致中
Jhih-Jhong Jhan
論文名稱: 跳脫設計產業的困境-打造設計代工與自有品牌的雙刀流
Design out of the Box:the ODM-OBM Business Model
指導教授: 周子銓
Tzu-Chuan Chou
口試委員: 李國光 
Gwo-Guang Lee
陳昭蓉
Jau-Rong Chen
學位類別: 碩士
Master
系所名稱: 管理學院 - 管理學院MBA
School of Management International (MBA)
論文出版年: 2014
畢業學年度: 102
語文別: 中文
論文頁數: 82
中文關鍵詞: 社會資本理論資源配置核心能力左右開弓
外文關鍵詞: Resource Allocation.Core Capability
相關次數: 點閱:316下載:10
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  • 設計產業近年來面對產業外移、設計價值難以衡量及同業過度競爭問題,導致設計公司經營日益困難。本個案描述主角David在經營前一家設計公司世訊科技時,也看到相同產業問題,但提出新的經營方案,卻處處受到投資人限制。2007年個案主角從先前公司離職,接手個案公司邑錡時,公司不僅資金用罄、員工也裁撤一空,面對此一情況,他該如何帶領邑錡走出困境。
    個案主角讓邑錡同時發展設計代工(ODM)與自有品牌(OBM)業務,讓公司持續成長。設計代工部分,除了原本提供設計服務之外,更延伸到了加工和量產,並且運用人脈,來取得關鍵大客戶訂單。自有品牌部分,透過公司內部核心團隊與外部晶片設計公司合作,共同打造出領先業界的長效縮時攝影技術,並持續推出新產品來獲得使用者意見,從市場探索出新的產品應用情境。品牌於2013年終於損益兩平,隔年公司也進入公開發行市場募資,在ODM與OBM兩項業務都獲得顯著的成長。本個案可用於討論社會資本理論、資源配置、核心能力、左右開弓能力等相關議題。通過本個案的探討,將可以更了解品牌與代工同時發展的經營模式。


    Nowadays, design industry is facing issues like “industry transforming aboard”, “inestimable value of designing ability” and “business over-competition”. In this case, David, he tried to resolve these issues but faced the restrictions set by investors when operating his former design company, ERA Technology Co.,Ltd. In 2007, David quitted from former company and took over the other company “Brinno”. At that time, Brinno was facing problems like “shortage of capital” and “staff reduction”, how he can deal with these struggles under this circumstance?
    In this case, David let Brinno develop OBM and ODM simultaneous business at the first beginning he took over the company. About ODM, Brinno not just provided their existing design service, but also extended to tooling and production. Furthermore, Brinno even received international order with well-connected network in business. About OBM, Brinno not only developed the leading “long lasting battery powered Time-lapse photography” technology with company core team member and external IC design company team, but also persistently released new products and explored new situation to apply based on users’ opinions. In 2013, Brinno reached the break-even point, the next year in 2014, the company also entered into IPO. This case describes how Brinno develops an OBM and ODM simultaneous business model. Issues can be discussed in this case including the Social Capital Theory, the resource allocation strategy, the core competency development and the ambidexterity capability.

    摘要 I ABSTRACT II 誌謝 III 目錄 IV 圖目錄 VI 表目錄 VII 壹、個案本文 1 一、 Case(A)-序場 1 (一) 設計相關定義 2 (二) 設計產業概述 5 (三) 品牌起心動念:跳脫公司的發展潛在瓶頸 8 (四) 邑錡的創立與困境 12 二、 Case(B)-代工、品牌的雙刀流: 16 (一) 關鍵通話!決定公司存亡 16 (二) ODM訂單,讓公司順利張帆起航! 18 (三) 自有品牌的起手式 19 (四) 建立品牌理念與技術門檻 21 (五) 初出茅廬的天真,遭遇內外雙重挑戰。 23 (六) 2010年品牌露出曙光 25 (七) 發掘縮時攝影的無限想像力! 26 (八) 難以叩關的通路障礙! 28 (九) 仿冒打擊品牌,陷入短暫低潮! 29 (十) 品牌與代工轉淚點! 30 (十一) 品牌與代工的雙刀流再進化 32 貳、個案討論 37 一、 個案總覽 37 二、 教學目標與適用課程 38 三、 學生課前準備 41 四、 學生課前討論 41 五、 個案背景 42 六、 個案分析 44 (一) 課程目標一:社會資本理論(Social Capital Theory) 45 (二) 課程目標二:資源配置(Resource Allocation) 55 (三) 課程目標三:核心能力(Core Capability) 60 (四) 課程目標四:左右開弓(Ambidexterity Capability) 66 七、 教學建議 71 八、 板書規劃 73 參、參考文獻 78 一、 中文部分 78 二、 英文部分 79 三、 網站部分 82

    一、 中文部分
    1. 中華經濟研究院(2007)。2007年文化創意產業年報。中華經濟研究院,臺北。
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    3. 王志銘(2004)。知識型服務業創業精神與行動歷程之探討─以工業設計公司為例。國立雲林科技大學企業管理系碩士班碩士論文,雲林。
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    12. 行政院經濟部經濟建設委員會(2003)。設計服務業發展綱領及行動方案。台北。吳俊杰(2004)。設計意識與設計服務。台北:亞太出版。

    二、 英文部分
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    21. Levinthal, Daniel and March, James(1993), The myopia of learning. Strategic Management Journal, 14: 95-112.
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    三、 網站部分
    1. 邑錡官方網站(http://www.brinno.com/)。
    2. MBA智庫百科網站(http://wiki.mbalib.com/zh-tw/)。

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