成熟產業環境下的經營策略與公司興業活動研究:以筆記型電腦代工產業為例

Abstract

本論文的主旨在探討筆記型電腦代工廠商在面臨獲利能力快速侵蝕的競爭環境，如何調整其經營策略以維繫核心業務的長期競爭力；同時，各代工廠商如何積極進行公司興業活動，以降低對現有核心業務的依賴，並創造企業永續經營及長期獲利成長的條件。 透過產業價值鏈的分析，瞭解各代工廠商和品牌廠商在供應鏈的各個環節協同合作，縮短產品開發及生產時程，以提高產品的價格競爭力。代工廠商運用簡約設計及簡約生產的流程，降低庫存、減少沒有附加價值的活動，藉以改善成本結構及提高獲利。 藉由公司興業活動，代工廠商以策略為目的、以創新為導向，進行新事業的設立及企業創業投資的相關佈局。將企業的部份資源移轉到新產品的開發、關鍵技術的取得、重要零組件的掌握、新市場的進入、或新能力的創造，以平穩過渡產業生命週期中的成熟期，而使企業活力得以重現生機。公司興業活動使企業實現核心業務外的成長機會，進而提升企業的整體價值

With intensive competition among the brand suppliers, the profitability level of the entire Notebook PC industry has been eroded rapidly. As a strategic supplier to brand customers, each Taiwanese ODM supplier has in turn paid the bill through continuous cut of manufacturing prices to its customers. This research studies how a major ODM supplier adjusts its business strategy to maintain long-term competitiveness of its core business; and whether it has actively engaged in corporate entrepreneurial activities to reduce its dependence on core business and created the opportunity for profitable renewal. After value-chain analysis, each ODM supplier and its brand customers has collaborated to shorten the cycle time for product design and production, in order to improve price competitiveness of their products. Furthermore, ODM suppliers use the concept of lean design and lean production to reduce inventories and non-value-added activities, to improve cost structure and increase profitability. To conduct corporate entrepreneurial activities, ODM suppliers position themselves as strategic and innovative-oriented. And, they undertook new business creation and corporate venture capital as their major endeavors. They reallocate part of their corporate resources to developing new products, acquiring key technologies, controlling critical materials, entering new markets, and creating new competencies. The goal is to maintain competitivness during the aging stage of industry lifecycle, and to rejuvenate the enterprise as an innovative, profitable going concern. Such entrepreneurial activities enable them to seize growth opportunities outside the core business, and create value for the company in the long run.