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研究生: 楊之儀
Chih-i Yang
論文名稱: 電子業的服務創新:代工與自有品牌之動態調適
On Service Innovation of Electronic Industry:The Dynamic Adaption of OEM/ODM And OBM
指導教授: 曾盛恕
Seng-Su Tsang
口試委員: 張譯尹
Yi-Yin Chang
陳崇文
Chung-Wen Chen
學位類別: 碩士
Master
系所名稱: 管理學院 - 企業管理系
Department of Business Administration
論文出版年: 2013
畢業學年度: 101
語文別: 中文
論文頁數: 61
中文關鍵詞: OEMODMOBM服務創新微笑曲線
外文關鍵詞: OEM, ODM, OBM, service innovation, smiling curve
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台灣經濟產業起飛於1980年開始步入資訊電子產業,發展至今全球電子產業已然進入成熟產業百家爭鳴的時代。近幾年「創新」概念興盛於企業追求差異化的準則,Peter Drucker:「不創新,必滅亡」;台積電董事長 張忠謀先生也說:「台積電本身是服務業而非製造業」。所以在成長趨緩的市場中要再有大幅度的增長,僅能以提出有創意的經營策略來刺激。本研究透過個案研討方式討論OEM/ODM進入OBM後,是否能持續提升公司的市場佔有率及獲利。並探討服務創新在各轉換階段所產生的動態調適。
研究結果發現,企業先歷經OEM/ODM的營運模式,後因微笑曲線的概念興起,為追求毛利不惜孤注一擲追求OBM之路,但最終獲利成效不如預期,促使企業回頭追尋OEM/ODM的利潤,而產生OEM/ODM與OBM雙軌運作的新經營模式。本研究推論服務創新觀點是影響電子業轉型的主要關鍵,其在新客戶介面、新服務概念、新服務傳遞系統、科技等四個維度的增值確認,引導企業進行動態的調適。所以,企業在轉換過程中學習到與兩類型客戶的相處之道,共創價值,提升企業的獲利能力。


The information technology era of the Taiwan Economy started in 1980 and becomes mature in nowadays. It implies that the competition is fierce more than ever. Consequently, "innovation" flourishes as the panacea for business that tries to differentiate from rivals. Peter Drucker mottoes "Innovate or die." The TSMC chairman Morris Chang echoes with "TSMC is the service sector rather than manufacturing." When the market slows down, creativity becomes the hope for growth. In this study, we used case study to investigate when or not the OBM can be the resort for firm to gain market share and profits in the light of OEM / ODM? Furthermore, the dynamics and adaptation via service innovation during the transition is investigated for managerial insights.

The case study shows that the pursuit of profits via OBM is not a sound strategy. Firms may be encouraged to adopt the OBM strategy because of the low profit margin of OEM/ODM, which is advised by the “smiling curve.” Nevertheless, the present study showed that the OBM strategy could easily compete out the profits for the buyers are not loyal to their suppliers in the electronic industry. As a result, the studied firms turn back to his OEM/ODM business. The key is the new services that the firm has introduced via the new customer interface, new service concept, new service delivery and technology. These service conducts add new values to their customers through dynamic adaption. Firm learns to get along with two types of customers through OBM and OEM/ODM. Values are enhanced by co-creation with customers as a result the profitability increases.

目錄 摘要 i Abstract ii 誌謝 iii 目錄 iv 圖目錄 vi 表目錄 vii 1. 緒論 8 1.1 研究背景與動機 8 1.2 研究目的與問題 9 2. 文獻探討 10 2.1 服務創新 10 2.2 服務創新分類 14 2.2.1 創新類型 14 2.2.2 創新目的 15 2.2.3 創新模型 16 2.3 從OEM/ODM到OBM 18 2.3.1 OEM生產型態 19 2.3.2 ODM生產型態 20 2.3.3 OBM生產型態 21 2.4 台灣電子產業發展歷史 23 2.5 結論 27 3. 研究設計與方法 28 3.1 研究方法 28 3.2 研究流程 31 3.3 研究設計 32 3.3.1 研究對象 32 3.3.2 個案數目 32 3.3.3 個案選擇 32 3.3.4 資料蒐集方式 33 4. 個案研究與分析 34 4.1 個案產業背景 34 4.2 個案研究與分析 39 4.2.1 純粹接代工單 40 4.2.2 代工單及創立自有品牌之轉捩 41 4.2.3 創立自有品牌—走自己的路 43 4.2.4 代工與自有品牌雙軌運行之調變 44 4.3 從服務創新觀點探討三種經營模式 45 4.3.1 新客戶介面 46 4.3.2 新服務概念 48 4.3.3 新服務傳遞系統 50 4.3.4 科技 51 5. 結論與建議 53 5.1 結論與管理意涵 53 5.2 研究限制 55 5.3 未來研究方向 56 參考文獻 58 中文文獻 58 英文文獻 59

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