台灣的傳統製造商是以OEM/ODM(原始設備製造/原始委託設計製造)為營運模式，主要的特色是低成本和高彈性的製造能力以滿足顧客需求。隨著全球化帶來的產業分工與結構的快速改變，許多OEM/ODM的廠商也開始重新思索新的策略和營運模式。
代工廠商的核心競爭力在於產品製造生產能力，不在產品行銷能力，縱使在OEM階段廠商在行銷能力上不足，可以從發展自有品牌過程中慢慢累積其他的資源，增強廠商經營品牌的能力。台灣的代工廠商仍然有機會可以在國際品牌廠商壟斷下存活並從代工轉型至自有品牌。但做自有品牌，一定要有獨特的特殊設計，才能在市場有特殊的品牌形象。
自有品牌經營與傳統代工業務是兩種不同的經營模式，代工廠商發展自有品牌會在過程中歷經許多複雜的轉型挑戰。本研究目的在於探索環境變遷下未來營運模式的趨勢，主要針對代工廠商透過新產品研發之轉型升級經營品牌的經營模式，並運用已成功之個案公司來探討其轉型升級之營運成果，來印證轉型所帶給企業之利益。
本研究透過從代工製造廠商發展品牌的發展過程，利用波特五力分析及SWOT分析產業的競爭優勢，並分析比較個案公司在不同階段的企業能力和策略發展，透過個案公司的研究希望能提供有意自創品牌的代工廠商作為參考。

Taiwan's traditional manufacturer used to be specialized on OEM/ODM (Original Equipment Manufacturing/ Original Design Manufacturing) business model，the major business driven force are low cost and high flexibility to response the customer demand.As a result of the new international division of labor and rapidly changing industrial structure that the process of economic globalization has brought about, most OEM/ODM-focused companies are reassessing their business strategy and business model.
OEM manufacturer core competitive ability is in the product manufacture productivity, not in product marketing ability. Even though, the OEM stage manufacturer in marketing ability insufficiency, gradually increased the customer oriented activities and slowly accumulated resources from the process to enhance the brand management ability.Taiwan’s OEM manufacturers still have opportunity to survive under worldwide brands and tramsormation from the ODM/OEM to OBM.Creating own brand must keep distinctive design, then can get the distinctive image from market.
OBM and OEM/ODM business model are two different business models. Companies running on OEM/ODM model want to shift to another business model would confront many complex challenges during the Business Model transformation.This study seeks to explore the anticipated future trends in business model in light of the changing business environment, mainly focuses on the OEM/ODM companies’ business mode with transformation to OBM at new products development.We work with the successful case and study to find out their management benefits after the companies execute the transformation and upgrade with achievement.
This research starts from presenting the insight of how OEM/ODM-focused companies developed own branding. The analysis was made through the five competitive forces and SWOT as well as strategies it adopted to grab itself strength in competition in industry, also analyze what is differentiation and compare company’s operations weakness and strengths and strategy development in different stage, through the case study hope to provide some comment as a reference for the OEM/ODM manufacturer who is target to be the OBM.

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