IT維修商之競合策略探討

Abstract

IT產品市場的持續成長，以及標準化與專業分工的架構，造就了台灣資訊產業在全球供應鏈的重要地位，然而技術的持續進步，產品推陳出新的速度越來越快，產品生命週期越來越短，企業經營獲利的難度則越來越高。在產業供應鏈上，雖然，品牌與製造代工已然形成專業分工，然而歷經同樣時間發展的IT維修產業，雖然符合了專業分工的基礎，但卻無法造就出大型的維修領導廠商，且多數IT維修商的獲利情形並不佳。本研究希望藉由有系統的分析IT維修業的產業結構與競合關係，建立IT維修商的定位選擇邏輯，並歸納出IT維修商之競合策略，以期協助IT維修商突破目前的經營困境。 經過五力模型所做的分析後，吾人發現IT維修業無論對上游或下游的議價能力都處於相對弱勢，且產業的進入障礙不高，產業內競爭強度高，是一個不易獲利的產業。接著，本研究進一步建立此一產業的成功關鍵因素，並透由價值網模型分析其產業競合關係，以便在不利的產業結構中，建構有利於IT維修商創造價值的競合策略，以維持企業的生存與持續成長。 整體而言，本研究提出三點經營思維，以協助IT維修商尋求未來轉型之可能： 一.IT維修業者應開展彼此之間的策略聯盟關係，並朝合併之方向邁進，藉此降低產業內的競爭程度。 二.應積極尋求製造商的策略投資或併購機會，可強化維修商之技術能力與製造商面對消費者的服務處理能力，得到雙贏綜效。 三.改善計價模式，與品牌商或製造商共同承擔服務風險，化解維修服務之兩難困境，讓雙方之服務立場與利益獲得一致性。

Being beneficial from the continuous demand growth and an efficient structure of gloabl division of labor, Taiwan's IT producers have played a significant role in the global IT industries. However, the getting shorter product life cycle due to constant technology progress puts a great pressure on the profitability. While brand and manufacturing have become two distinctive competencies and gained benefits from division of labor, so far IT after sales service activities have yet created a large business base through specialization. Moreover, the majority of IT after sales service providers have suffered from low profitability. This study attempts to respond to this issue by providing a systematic analysis on the industrial structure and co-opetition relationships in the context of IT after sales service activities. The ultimate goal of such a research effort is to justify the positioning of specialized IT after sales service providers and formulate useful co-opetition strategies for these contenders. With Five-force Analysis, we found that IT after sales service providers possess relatively low bargaining power to both upstream or downstream counterpart, the industry barriers to entry are not high enough to reduce potential entry, competition within the industry is intensive, so the profitability level is low. We threfore conclude some key successful factors of this industry, and thoroughly analyze the relationships between all the players in the IT industry through the Value Net framework. In order to create a relatively favorable conditions to maintain IT after sales service provider’s survival and continued growth, we suggest a set of co-opetition strategies.. Overall, we furnish three set of suggestions for IT after sales service providers. 1.IT after sales service providers should consider to consolidate the industry through merger and acquisitions so that the intensity of industry competition can be reduced. 2.They should actively seek for strategic investments from IT manufacturers so that the interlocking relationships can further enhance the technical skill of the IT after sales service provider and the services capabilities of IT manufacturer, therefore to create a win-win situation. 3.Try to work out a risk-sharing pricing model with brand company or IT manufacturers to resolve the dilemma of after sales services, and keep the consistency for the position and the benefits of both.