台灣自行車廠商競爭優勢與成長模式之個案研究

Abstract

代工曾是台灣許多廠商的生存之道，但代工之後該往哪走、該怎麼走？許多人會回答「發展自有品牌」，然而從無到有打造一個品牌絕非易事，轉型失敗認賠回頭重做代工的例子屢見不鮮，究竟轉型成功的企業需要具備什麼樣的能力，而企業又該如何發揮？ 本研究以自行車產業為例，選擇台灣兩大品牌，同時也是世界兩大自行車製造商的巨大、美利達進行個案研究，探討兩者在發展過程中培養核心能力的策略思維，以及如何運用這些能力建立起獨特的競爭優勢，並從質化與量化討論兩者在品牌與代工並行的雙元模式下所產生的效益或問題。 研究過程中以SCP模型討論廠商行為對營運績效造成的影響，比較個案廠商對市場波動不同反應下造成的表現差異，並由競爭策略與成長理論分析企業所擁有的核心能力及各種策略活動的主軸，並對兩者在處理品牌與代工折衝的因應之道提出說明。 最後，本研究歸納出巨大係以其自有的製造及研發資源發展多角化的服務，建立自行車產業全方位解答提供者的定位，而美利達則是在高端品牌區隔中發展集中化策略，彌補資本額較小的劣勢，並透過投資主要代工客戶以降低訂單的不確定性同時改善了獲利表現。基於這些發現，本研究並提出策略意涵與對未來研究的建議。

OEM (Original Equipment Manufacturing) has been a dominated growth model for many Taiwanese companies. However, as the competitive edge eroded, many of them are wondering what will be the next viable model to sustain growth. Compared with stable OEM model, creating own-brand apparently would be much risky in operation. What shall be the required capabilities for a branded company to win in the global market? Motivated by these inquires, the present research attempts to explore global bike industry and takes two world largest bike manufacturers, also the top Taiwanese brands, Giant & Merida, for case exploration. We examine the core ompetencies these two e companies have built during the past years and how they form the unique competitive advantages. We also discuss the strategic benefits or challenges that running dual business model between own-brand and OEM would cause. In this research, we use the SCP model to examine the industry structure and firm conducts and operational performance of the industry. Then we analyze the core competence and the main value of the companies’ctivities, explain the way the companies deal with the conciliation between running own-brand and OEM businesses. At the end, we conclude the competitive strategies Giant and Merida adopt. With its own manufacturing, research and development resources, Giant adopts diversified strategy and positions itself as a total solution provider in the global bike industry. In contrast, Merida adopts a focused strategy in the high-end market segmentation to avoid the negative impact from its size weakness. Furthermore, Merida reduces the instability of OEM business and improves the business performance through strategic investment on its major OEM client. Base on the research result, we point out the main idea of the strategies and provide some suggestions for further research in the future.