具整合投資需要的智權元件供應商通路夥伴選擇

Abstract

台灣產業以代工製造為主，擁有技術與成本等製程優勢，部分代工廠商雖已累積相當程度的智財權，卻仍受品牌廠商的牽制與面臨價格競爭，若欲改變現今的困境，則代工廠商須從供給端走向需求端，朝要素品牌發展，機會相較終端品牌大。當代工廠商累積智財權後，此時稱為元件供應商，若欲成為要素品牌，會先面臨宿主產品的選擇問題。 本文從智權元件供應商之觀點，探討這個夥伴選擇問題以及其分析方法。本文以一家元件供應商對應到兩家差異化產品廠商的三元結構為供應鏈模式，首先探討元件供應商是否能經由整合投資的策略，改變市場既有均衡及潛在市場規模而順利切入下游產品市場。在確定供應商有運作的空間後，進一步分析夥伴選擇的問題。 本研究藉由情境分析，並透過決策樹的建構與廠商間的動態賽局，歸納出各子集合下兩產品廠商的反應，並予以擬定元件供應商之對策。最終證明若智權元件供應商欲快速讓終端市場認識該品牌，則對於元件供應商而言，同時與兩間廠商合作將是最好的策略，又從元件供應商的對策表可以發現，僅在品質差異程度和價格彈性皆小時，元件供應商要同時與兩廠商進行合作，其他則是先與強的廠商合作，此符合實際情形。另外，合作順序不等於遊說順序，多數情況下，強的廠商主動與元件供應商合作，此時供應商僅需遊說弱的廠商。

Contract manufacturer is the main industry in Taiwan’s manufacture industries. Even though having technical and cost advantages, being in charge of the brand manufacturers and facing price competition. The chance for the contract manufacturer to build up an ingredient brand is easier than a product brand. After getting the intellectual property rights, contract manufacturer as component suppliers, may face the issue of selecting host products. Based on the triadic supply chain configuration with one component supplier and two product manufacturers, this study first discusses if the component supplier could change the market equilibrium and increase the potential market size. Then the study analyzes the partner selection problem in next step. By numerical analysis, we can build up the decision tree and figure out the relationship between the manufacturers’ strategy game and the supplier’s countermeasure. This paper has proven that the best strategy for the supplier is to collaborate with two manufactures. Several results are obtained. First, the degree of quality difference is the determinant factor. Second, the order of the cooperation does not mean the order of the persuading. This paper concludes that the strong manufacturer would take the initiative to cooperate in most cases, so the supplier only need to persuade the weak manufacturer.