輕資產商業模式之競爭力探討:以連接器產業S公司為例

Abstract

連接器產在全球緩步成長，從2007年開始不斷有連接器公司倒閉，現有的連接器公司營運也受到許多挑戰與困難，透過此研究可以提供台灣連接器公司可能的另外一條策略路徑，來增加競爭力。台灣有完整的連接器人才與完整的產業鏈，更有完整的上下游；另外一部分，臺灣有先天的語言優勢去佈局大陸。 本文探討了民國100年到107年，連接器相關的文件回顧，其中23%是關於管理策略，77%是關於技術文獻，同時也探討了美國2011年到2018年的所有相關論文回顧，當中絕大部分的論文都是以提高附加價值與提高研發能力來作為論文核心。如果這樣的核心能提供連接器公司的競爭力，那為何這十年間還會有許多的連接器公司倒閉？我們同時間也探討了輕資產方面相關的論文，發現臺灣對於輕資產的議題論文討論數量稀有。 本文透過產業的概述以瞭解產業背景，從過去早期、中期、近期跟現在的描述，來探討產業走下坡的原因。同時也使用五力分析來分析整個連接器產業，文中並採用三家公司的訪談來作為論文實作的核心之一。這三家公司都是臺灣老牌的連接器公司，過去都是產業界的佼佼者，近幾年，卻不斷走下坡，即便是上市上櫃公司競爭力也不如從前。透過訪談我們能找出一部分的關鍵因素，同時間也以s公司的輕資產商業模式作為例子，分析s公司的狀態及其九宮格獲利模式。另外我們更探討了其他產業相關因素，包含了解用戶的形態與客戶的連接，還有價格優勢、輕重資產之間的對決。 s公司放棄公司規模的迷思，追求企業敏捷，同時間也放棄資產的所有權。轉而追求與客戶間的相互連接。在市場趨於成熟後，交易成本降低，更易分工協作。並且可以迎接全球市場碎片化，少量多樣的型態模式。總體來說在產業主流設計存在下，成熟行業中的漸進式創新是很有限的，並且不利於不連續創新。結論是：在臺灣萎縮的連接器市場中改由輕資產的商業經營模式，是比較可行的。

As the world-wide connector industry has been growing slowly, numerous connector companies have closed down since 2007. Meanwhile, the existing connector companies are also facing many challenges and difficulties. This research provided an alternative business strategy for connector companies in Taiwan. Taiwan has sufficient technical labor force, a complete industrial chain, as well as a unique language advantage with mainland China. This research reviews the literature related to the connector industry from 2011 to 2018. Among them, 23% of Taiwanese articles are about management strategies, and 77% about technical aspects. Most of the papers from the US discuss how to improve the adding value and RD (research and development) capabilities. Besides, we also discussed papers on light assets, and only found very few related papers in Taiwan. The historical background of the connector industry in Taiwan has been presented, which is used to explore the reason of why the industry is declining. Further, the we used Porter five forces analysis to analyze the entire connector industry. One of the main focuses of this research was on the interviews of the three connectors companies, all of which used to be the best in the industry, but have suffered from business decline in recent years. Key reasons of the decline were revealed through the interviews. Further, we also analyzed the Business Model Canvas of the S company, an example of light asset business model, as well as other related factors, including understanding of the clients, price advantage, and the battle between light and heavy assets. The S company abandoned the pursuit of expanding the company and ownership of the assets, but focused on corporate agility and connection with clients. In the mature market, costs reduce and the division of labor is made easier. Generally speaking, incremental innovation is very limited in mature market, and is harmful to discontinuous innovation. The conclusion is that light assets business model is more feasible in Taiwan's declining connector market.