工業電腦廠商經營策略類型之分析探討－ 以研華、飛捷、振樺電、樺漢為例

Abstract

「台灣的工業電腦產業」族群，常年來毛利與獲利俱佳，成長穏健，儼然台灣的隠形冠軍，有別於光環漸失、獲利逐漸式微成毛三道四的台灣科技製造業。本論文即以工業電腦的產業特性與概況，以及市場大趨勢轉變作為分析的基礎，深入研究四家優質工業電腦公司，研華（Advantech）、飛捷（Flytech）、振樺電（Posiflex）及樺漢（Ennoconn），分析他們如何採取不同的市場經營策略，讓自己在IPC產業中取得一席之地，且能維持常年成長。而未來，又該如何發展。 研究就「產品服務類型」（多元化vs.集中化）與「經營模式類型」（品牌導向vs.代工導向），作為兩個不同的維度,建構出一個 2X2 的矩陣，將工業電腦的市場經營策略分為四種類型：（1）「百貨商場類型」、（2）「專業代工類型」、（3）「專賣商店類型」和（4）「設計工場類型」。分別以所挑選出四家個案公司代表論述之，從外部環境、資源能力及策略等三大構面為分析主架構，搭配各衡量面向，如產業環境、有形資源、無形資源與能力、目標市場、市場競爭定位、競爭策略及市場進入模式等，分析比較個案發展特色、策略及成功關鍵因素，剖析出個案公司及所代表市場經營策略類型之相同及差異點。 從個案分析，可觀察出IPC產業應用相當分散，且客戶需求多數具少量多樣化的特性，使得大如研華，小如振樺電，只要經營策略定位得當，均能取得一定經營績效。但隨著工業4.0、物聯網、雲端運算、銀行Banking 3.0等大趨勢的來臨。各家均須隨時掌握IPC產業快速擴大翻轉的市場機會，持續深化企業產業應用能力優勢。

關鍵字: 工業電腦、經營模式、資源能耐、核心能力、競爭策略

IPC (Industrial PC) industry in Taiwan has been growing stably for years with good performance in terms of both gross and earned profit, just like Taiwan's hidden champions. This is different from the Technical Manufacturing Business in Taiwan which are slighted diluted, and has entered the meager profit time. This study, based on IPC Industry characteristics and condition as wll as the changes in the market big trend, aims to research into four high-quality IPC companies, i.e. Advantech, Flytech, Posiflex and Ennoconn, and analyze how they take different business strategies based on their market positions. Then, their corporate development and sustainable growth are both analyzed as well. This study constructs a 2X2 matrix by applying 'type of products and services' (Diversification vs. concentration) and 'business model type' (brand-oriented vs. OEM oriented) as two different dimensions, and categories the IPC companies' market business strategy into four models: (1) Department Store (2) Professional OEM (3) Speciality Store and (4) Design Workshop. The selected four companies will be studied to represent respective defined category. Case studies will be analyzed from three main facets of 2x2 matrix framework, i.e. the external environment, resources capabilities and strategies, with each measure variables, such as industrial environment, tangible resources, intangible resources and capabilities, target market, market competitive positioning, competitive strategy and market entry mode…etc.. This study will develop the major similarities and differences of each four case companies and their respective representing type of market business strategy. From the case studies, it can be observed that the application of IPC industry is quite fragmented and the majority of customer needs are mostly with a small amount of diversification, which makes either the big companies such as Advantech, or the smaller company such as Posiflex, achieved certain business performance, as long as the business strategy positioned properly. Nevertheless, with the major trends coming, such as Industry 4.0, IoT (Internet of Thing), Cloud Computing, and Banking 3.0…etc., every companies must keep abreast of the rapid expansion of big flip IPC market opportunities, continue expanding and stengthening their own core competencies in diversified industrial applications.

Keywords: IPC (Industrial Personal Computers,) Business Model, Resource Capability, Core Competency Competitive Strategy