H吊扇代工公司的轉型發展戰略研究

Abstract

本研究個案H公司建立於1980年，投入吊扇設計製造代工領域已40多年，早期臺灣地區的吊扇廠商有四、五十家，不過經營作法大多保守，產品設計與制程的研發速度也慢，彼此間的產品差異化不大。當中國大陸與東南亞國家的廠商陸續崛起後，台商最後只能拚價格，而目前存留下來且較具規模的吊扇代工台商不到十家，能在競爭激烈市場中勝出的廠商選擇不打價格戰，而是持之以恆的創新力。本研究個案系針對H公司作為全球高階吊扇領導廠商之一，透過個案分析流程與結論瞭解其成功關鍵因素。 本論文主要利用PEST分析、波特五力分析架構、SWOT分析、價值主張與商業模式分析，及C-SOP分析架構等方法，探討H公司面臨的市場變革與產業競爭環境，並歸納其對應做法。透過內部深度訪談，進一步檢視H公司如何透過營運轉型與技術升級改善企業體質並擴大商業轉型，藉此瞭解H公司於轉型過程中之關鍵成功因素。同時針對H公司之關鍵資源佈局，探討廠商與客戶在代工合作過程中彼此間的競合行為，以及H公司如何採取商業模式策略突破既有市場機制。 本研究主要聚焦身處在紅海市場的吊扇代工產業，H公司如何運用創新策略改變產業惡性循環的削價競爭，進而獲致以下幾點結論：﹝一﹞在戰略環境方面，H公司的業態競爭動因主要來自於同業間的競爭，以及客戶的議價能力足以牽制並主導整個產業的競爭態勢；而新進入者的威脅亦日益增長，但替代品的威脅目前並不顯著。﹝二﹞在轉型發展戰略選擇方面，H公司之關鍵成功因素有五，包括設計工藝與技術設備持續更新、掌握關鍵技術研發能力、有效運用新商業模式、與建立以資料為主導的資訊管理系統等五項。而業態競爭會因代工產品價格的差異與創新資源的投入程度，于個別共同成功因素上的比重會有所差異。﹝三﹞在轉型戰略實施方面，基於C-SOP分析方法整理得知H公司透過策略運用、組織革新，與人才政策形塑出創新的企業服務文化，並於轉型過程中自行發展OCM客戶協同製造模式，以對應與客戶之間既合作又競爭的關係，努力改變市場賽局創造雙贏。

Company H, the case study in this thesis, was established in Taiwan and has been in the industry of ceiling fan ODM/OEM for more than 40 years. However, most of Taiwanese ceiling fan manufacturers are conservative on business strategies with very slow progress in innovation of products and manufacturing techniques. When the competitors from China and Southeast Asian countries are quickly emerging, most of Taiwanese companies could only compete with them on price. Currently there are few large-scale Taiwanese ceiling fan manufacturers are surviving in the market. This case study is aimed at Company H, which is one of the leading manufacturers of ceiling fans in the world, and through the analysis process and conclusion to deeply understand the key factors for its success. The purpose of this thesis mainly uses PEST Analysis by Francis J. Aguilar, Five Forces Model by Michael Porter, SWOT Analysis by Albert Humphrey, Value Proposition and Business Model Analysis, and C-SOP Analysis Framework to explore how Company H to react market changes and industrial competitive environment. Through a case study and internal in-depth interviews to further understand how Company H expand its business scale through operational transformation and technological upgrading and summarize the key success factors. In the meantime, the paper also discusses the influence of competition-and-collaboration between manufacturers and customers, and it concerns how Company H to adopt business-model strategies to break through existing market mechanism. This research focuses on how to breakthrough current competition from Red Sea of ceiling fan industries. Particularly, to address how Company H raise their competitiveness by innovative strategies to escape from the cost-winner competition. We may summarize thesis as here below: (1) In term of industrial environment, main threats are not only from existing competitors and bargain power of customers, but also including newcomers. Nevertheless, it is not obvious from replacement of new range. (2) In term of corporation reshape strategy, Company H is to opt 5 steps, which include to provide creative designs as well as technology, to keep capability of key-technology, to adopt new business model, and to build up internal big data system. However, the competition of this industry will be based on how investment of cost improvement and new resource to bring different results. (3) In term of execution of reshape strategy, Company H creates new business culture by re-engineering, human resource policy, and its own OCM (Original Co-work Manufacture) model, which is to collaborate with customers for new products and manufacturing, to face competition and cooperation with customers, then try to change the game rule of market to create win-win phase.