台灣手機ODM廠面對山寨機的因應策略

Abstract

過去十幾年，全球手機市場快速成長，台灣手機ODM廠憑著研發設計能力及生產管理效率，承接由國際手機品牌廠所釋出的中低階手機代工訂單，造就了台灣手機代工產業的興起；但2007年山寨機興起後，其主打低價格的訴求，切合龐大中國農民及民工的需求，並向外輸出至其它新興國家市場，迅速席捲低價手機市場，也對台灣手機ODM廠造成極大衝擊。 本研究運用產業次級資料，針對全球手機市場、山寨機發展的軌跡及台灣手機ODM廠的經營現況作一探討，進而運用產業價值鏈、五力中的新進入者威脅及商業模式架構來分析山寨機的競爭力。 山寨機使用聯發科的手機整體解決方案，透過上百家手機方案設計公司及上千家的手機集成商形成一個資源共享體系，具有規模效應，又兼具活力與彈性，此產業鏈的創新，使其擁有成本低、產品開發速度快的優勢，加上積極經營通路，迅速反應市場需求，成為其競爭力的來源，但其不注重品質、不作入網檢測的開發流程，則為發展的隱憂。 最後藉由產業鏈上價值活動的分析及山寨機目前所遇困境，從台灣手機ODM廠的競爭優勢出發，本研究提出四個ODM廠可發展的策略規劃: (1)開發新的聯發科解決方案，切入山寨市場。 (2)開發新的聯發科解決方案，替國際大廠代工。 (3)替各地具規模的且要打自有品牌的通路商代工。 (4)和各地電信營運業者合作。 為了因應山寨機的破壞式創新，審視了台灣手機ODM企業在資源、流程及價值的能耐後，本研究建議成立新組織以有效執行以上策略，新組織的成立有以下二種方式: (1)分割出一組團隊成立新公司。 (2)購併或入資略具規模的山寨廠商，加入原來ODM廠的研發人才資源，但不作流程及價值的整合。 期望以上建議能為台灣ODM廠找出一個走出目前困境的方向。

The global mobile phone market grew rapidly over the past 10 years. With good R&D capabilities and production efficiency, Taiwan’s mobile phone foundry industry rises by ODM companies getting the orders of low-end handsets from international brand mobile phone companies. From 2007, Chinese “Shan Zhai” handsets emerge to meet the huge demand of Chinese farmers and migrant workers, and exporting to other emerging markets by its low price. 'Shan Zhai' handsets rapidly sweep through low-cost handset market, and bring great impact to Taiwanese handset ODM companies. In this study, we use secondary data to investigate the global mobile phone market, 'Shan Zhai' handsets developing trajectory and the current status of Taiwanese handset ODM companies. Then use the value chain, the threat of the new entrants within Porter’s five forces and business model framework to analyze the competitiveness of 'Shan Zhai' handsets. 'Shan Zhai' handsets adopt MediaTek's integrated mobile phone solution, through hundreds of mobile phone design houses and thousands of phone integrators, to form a resource sharing system. This system not only owns economic scales, but also vitality and flexibility. Through this industry value chain innovation, 'Shan Zhai' handsets owns the advantages of low cost and short product development cycle, coupled with active access to distribution channels and rapid response to market demand. All of these create the competitiveness of 'Shan Zhai' handsets. But they don’t focus on quality, not getting certification of network testing, which will be the limit of their development. Finally, we analyze the industry value chain activities and the difficulties that 'Shan Zhai' handsets encounter. We propose four strategies to Taiwanese ODM companies with their competitive advantages. (1)Develop new MediaTek’s integrated solution to enter 'Shan Zhai' market (2)Develop new MediaTek’s integrated solution to design and manufacture for international brand mobile phone company. (3)Design and manufacture handsets for worldwide distributors that are with scale and willing to have own brand. (4)Cooperate with worldwide telecommunication operators. In order to cope with disruptive innovation of 'Shan Zhai' handsets, we review the resources, processes and values of Taiwanese handsets ODM companies, then we suggest to create new organization for the effective implementation of the above strategies. There are below two methods for new organizations. (1)Split out one team to set up a new company. (2)ODM company merge and acquire 'Shan Zhai' company with scale, and add the R&D human resources, but no process and value integration. By above strategy and organization suggestion, we hope to help Taiwanese handset ODM companies out of current predicament.