中國山寨手機產業結構與營運模式分析

Abstract

中國深圳地區憑藉著低廉的勞動力與旺盛的創業能量，成為世界電子加工出口及其相關產業的重要基地，許多國際品牌手機也都在此地區被大量生產，產業蓬勃發展使得國民所得提高，從而使得國民消費能力增強，刺激了中國產生了新興的手機產業。奇特的是，手機產業除了本土品牌的良性崛起外，也出現了一個灰色經濟形態的山寨手機產業鏈，不但顛覆了中國手機市場的生態，更引發了本研究的興趣。 本研究主旨在運用產業次級資料，針對山寨產業的發展環境，山寨手機發展的軌跡與其營運的模式，進行深度的探討。首先，我們針對中國山寨手機的起源與產業環境進行分析，進而剖析山寨手機的產業結構，最終以市場供需關係，產業競爭力，產業創新等面向，對整體山寨手機產業的營運模式和策略進行分析。 山寨手機源自於大陸本土手機品牌商首先發難，截取國際品牌商的品牌加值利潤而獲得成效，但因沒有解決研發技術的進入障礙，故在品牌商降價舊機型與提高規格策略的反擊下而潰敗。但當聯發科技提供了低階產品設計的解決方案，降低了技術障礙後，在產業鏈上做加工段的廠商便可以向下整合升級成為完成產品製造商。本研究發現這些產品升等的小型企業，因利用生產與行銷資源共用方式，完整的實踐低研發成本，低生產成本及低庫存成本這三低程序的策略，山寨廠商再用高利潤吸收通路商們的參與，去開創聚焦在二三級到農村市埸的市場區隔策略，配合符合中國內需市場的低成本與低定價市場行銷策略，這種去整合化分散式生產與行銷資源共用的產業結構能力，最適合於如成長性大而且生命週期短的手機市場。其所建立的成功模式對一些想要進入中國市場的廠商更是一項重要的標竿。 最後，我們認為山寨手機的成功，不但顛覆整個中國手機市場的經濟形態，山寨手機產業的形成，更可啟發全球新興市場開拓者的思維。

With low labor cost and abundant entrepreneurial energy, Shenzhen, China has become an important manufacturing cluster for a wide range of export electronics related products. This manufactory cluster has played a significant role in boosting up China’s economic strengthe during the last decade. Benefit from the rising of national income level and consumption power, a mobile phone industry has emerged in China during recent years. Interestingly, this new mobile phone industry revealed a very different structure from the existing one, which gradually has named Shan Zhai cell phone industry. The fast growing Shan Zhai cell phone industry has totally subverted the existing ecology of China mobile phone market and the competitive dynamic of world market, a significant structural change which stimulates our exploratory research efforts. The major purpose of the present study is to engage an exploratory study on the emergence of Shan Zhai cell phone industry upon which more systematic analyses on the industry structure and business models of Shan Zhai handset products are based. To achieve our research purpose, we apply frameworks of industry analysis and business model to disentangle the trajectory of industry development and the heterogeneity of business operations. The early stage of mobile phone development started from the launch of some imitative products with local brands. However, these copy-cat types of products failed to catch up with continuous product changes due to technology barriers. Due to such deficiency, international brand companys can easily beat them by lowering price on obsolete models. This competitive status remained unchanged until MediaTek provided a turnkey type of design solution for low-end mobile phone products which substantially reduced the technical barriers for these entrepreneurial firms. With MediaTek's backup, many small manufacturers could easily integrate and upgrade products so that they can catch up with the market demand. By specializing in different divison of labor along the value chain, many small companies could share common resources of production and marketing so that all can achieve three lows: low RD costs, low production costs, and low inventory costs. To further penetrate themarket, Shan Zhai cell phone firms used high profit margin to attract local distributors to create its own channel in rural markets, a strategy which fits with China's low-price domestic market segment. By dis-integrating the value chain, Shan Zhai's model work well for fast growth and short life cycle products, such as mobile phone produts.This model reveals significant implications for industry development in other emerging markets as well.