外包策略選擇對企業效能之探討-以L企業影像事業為例

Abstract

本研究藉由外包理論的探討，並以Ｌ企業為例，探討企業是否藉由外包活動，來增加策略的彈性與靈活度，並且提升企業在實務運作的效能。 研究內容探討企業在評估外包活動時，要將自主創新和系統創新兩種不同類型的創新需求列入策略考量。 企業在調整組織以因應外包活動時，虛擬公司和整合型企業兩種組織各有優點和缺點。虛擬公司可以保有策略靈活性和快速回應市場變化的能力，但只能支持某些類型的創新。整合型企業則可以從外部購買或合作獲得技術，但需要承擔開發技術的成本。 研究內容以IBM和NIKE的例子來說明虛擬和整合的混合方式，可以保持自主開發技術的能力，並通過與外部供應商組成聯盟或合資企業的方式，以提高企業效能並應對市場變化。 針對Ｌ企業的影像事業部門在追求每年至少50%的業績成長時應考慮的策略和組織調整，為了達到業績成長目標，影像事業部門需要密切關注影像監控攝影機市場的成長趨勢，並基於外部環境和產業趨勢制定未來三到五年的成長策略。根據這些策略，組織需要進行相應的調整，包括研發團隊、業務和客服團隊的規劃，並建立一個支持持續成長的企業文化氛圍，針對環境對策略的影響來建立組織需要的人才和企業文化的適配性。 建議Ｌ企業影像事業部門先提升規模經濟，並針對消費者對消費型影像監視攝影機的需求逐漸提升，適時介入新市場並建立成長的第二曲線的機會，開拓專業型監控攝影機市場以外新的消費型產品市場。 研究建議Ｌ企業可以在後台發揮核心競爭優勢，與外包廠商建立結盟關係，緊密合作，並將工廠轉變為專業的代工服務中心，提供高品質的代工服務。或將影像事業部門核心優勢集中在前台，著重於設計服務的提供，以滿足客戶的特定需求，例如客製化新產品或擴展到不同市場區隔。利用設計優化的概念，開發公版硬體並提供客製化設計服務，以降低成本並滿足客戶的需求。 另外Ｌ企業可以考慮轉向硬體租賃服務或訂閱制服務的可能性，與保全公司合作提供影像監控系統的硬體租賃服務，這樣可以減低客戶的成本並為影像事業部門帶來新的市場機會。 最後，將銷售業務外包給專業的銷售公司也可以成為外包策略的考量之一。在面對靈活性需求和預算壓力的情況下，建議Ｌ企業在盤點銷售團隊和業務核心能耐後，考慮將銷售業務外包作為整體外包策略的一部分。

This study examines whether enterprises, using the example of Company L, increase strategic flexibility and agility and enhance operational efficiency through outsourcing activities. The research explores the evaluation of outsourcing activities by considering two different types of innovation requirements: autonomous innovation and systemic innovation, which should be included in the strategic considerations. When adjusting the organization to respond to outsourcing activities, both virtual companies and integrated enterprises have their respective advantages and disadvantages. Virtual companies can maintain strategic flexibility and rapidly respond to market changes, but they may only support certain types of innovation. On the other hand, integrated enterprises can acquire technology through external purchasing or collaboration but need to bear the costs of technology development. The study illustrates the hybrid approach of virtual and integrated organizations using examples such as IBM and NIKE, which can retain the capability for autonomous technological development. They achieve this through alliances or joint ventures with external suppliers to enhance operational efficiency and respond to market changes. Regarding the surveillance business department of Company L, strategies and organizational adjustments are suggested to achieve a minimum of 50% annual revenue growth. To reach this growth target, the surveillance business department needs to closely monitor the market trends of surveillance cameras and formulate growth strategies for the next three to five years based on external environmental and industry trends. Organizational adjustments, including planning for research and development teams, sales, and customer service teams, should be made in alignment with these strategies. Additionally, it is essential to establish an organizational culture that supports continuous growth by aligning talent and corporate culture with the impact of the environment on the strategy. It is recommended that the surveillance business department of Company L first focuses on economies of scale and capitalizes on the increasing demand for consumer surveillance cameras. Seizing the opportunity to enter new markets and establish a second growth curve beyond the professional surveillance camera market is advised. The study suggests that Company L should leverage its core competitive advantages by collaborating closely with outsourcing partners, forming alliances, and transforming its facilities into professional contract manufacturing centers to provide high-quality manufacturing services. Alternatively, the company can concentrate its core strengths in the front-end operations, emphasizing design services to meet specific customer demands, such as customization of new products or expanding into different market segments. Utilizing the concept of design optimization, developing standardized hardware and providing customized design services can help reduce costs and meet customer requirements. Furthermore, Company L can explore the possibility of shifting towards hardware leasing services or subscription-based models. Collaborating with security companies to offer hardware leasing services for surveillance systems can reduce customer costs and present new market opportunities for the image business department. Lastly, outsourcing sales activities to specialized sales companies can also be considered as part of the outsourcing strategy. Considering the need for flexibility and budgetary pressures, it is suggested that Company L assess its sales team and core competencies and consider outsourcing sales as part of an overall outsourcing strategy.