數位化如何產生競爭優勢? - 以ODM W公司之服務事業單位為例

Abstract

數十年來台灣業者以品質、速度和成本的競爭優勢在全球資通訊（ICT）領域中一直保持領先地位與業務成長，成功的從白牌PC製造商轉型為一線品牌的ODM供應商。然而近十年，當全球量能高度集中在少數幾家大廠時，量大的經濟規模的遊戲規則卻在產業價值鏈增加了新的變數，為全球ICT產業帶來不斷的削價競爭與惡性循環，最終顯著地大幅縮短許多資通訊產品的生命週期，其中包括移動技術和手機。當毛利不斷下降公司還是必須大幅成長時，這些知名製造商開始思考採取不同的方法與策略來調整業務型態和業務組合，除了希望從純硬體製造廠轉型為服務供應商外，更期許能創造未來永續發展的企業。 一般ODM主流供應商的商業計劃與策略發展重點大多專注在與成本控制、產品設計、採購以及製造生產等等經濟規模及效益相關的議題，鮮少會針對售後服務在延長產品生命週期及豐富業務組合的優化應用進行深入探討與發展。售後服務在ODM台廠的業務比重雖不高但卻是產品生命週期中的「必要之惡」。優化的售後服務策略可以是業務轉型的潛在先行者，更可以轉化為創新價值為公司開創獨特的競爭優勢。 本論文的目的是示範數位化如何協助支持公司的策略製定，營運能耐建立和競爭商業模式設計。以W公司的服務事業單位為個案研究，演示ODM公司以數位化為催化劑將原是「成本中心」的支援單位轉化為「利潤中心」事業組織。本研究應用分析工具諸如內部分析外部分析、SWOT情境分析、TOWS矩陣和BMC (business model canvas) 等方法結合競爭優勢和價值創造週期模型，藉由案例來證明數位轉型確實可提供差異化競爭優勢，改善總體業務組合，進而提升售後服務組織價值，贏得客戶長期合作夥伴關係。

For those Taiwanese ICT companies taking leadership and serving as dominating suppliers to top tier global branders quality, cost and speed tends to be the new rules of the game for creating opportunities to grow their businesses. This has been quite true ever since they evolved from clone PC makers into ODM suppliers then to those OEMs during the past 20 years. However, this new economy game also brought tremendous competition in the industry value chains which eventually significantly reduced many product life cycles including the increasingly popular mobile technologies and mobile phones. In order to maintain a sound business portfolio amidst dropping gross margins these well-known manufacturers started taking different approaches to support their businesses achieving a sustainable future as service providers instead of just hardware manufacturers. Nevertheless after-sale service has been regarded as a “necessary evil” in the product life cycle. Mainstream business offerings were mostly focused on cost benefits and economy of scale for products design, sourcing, as well as production. Objective of this thesis is to illustrate how digitization relates to and supports companies’ efforts in developing strategies, building distinct operational competencies, and designing competitive business model. Methods such as internal analysis, external analysis, SWOT situation analysis, TOWS Matrix and business model canvas are used to incorporate with a competitive advantage and value creation cycle model. Business cases will be used to demonstrate and conclude that digital transformation made competitive differentiation to win and sustain business. This thesis works on a case study of how an ODM company transforms its business portfolio by evolving its service organization from cost-center to profit center. Also, this study includes how digitization serves as a primary catalyst to create competitive advantage over peer competitors as well as bring benefits to business clients while winning their long term partnership.