標題: 產品驅動的技術升級與品牌發展:策略模擬分析
Product-Driven Technology Upgrade and the Branding Development: A Simulation
作者: 杜英儀
Tu, Ying-yi
袁建中
Yuan, Benjamin J. C.
科技管理研究所
關鍵字: 品牌發展;OEM-ODM-OPM-OBM模型;新產品開發;情境模擬;標準模組系統;整合性產品系統;Branding Development;OEM-ODM-OPM-OBM Model;Original Product Manufacture (OPM);Simulation;Standard Modular Systems (SMS);Integrated Production Systems (IPS)
公開日期: 2015
摘要: OEM-ODM-OBM為大家所熟知的開發中國家產業發展的演進模式,或代工廠商轉型至品牌發展的演進路徑,但實際觀察後進國家的發展顯示,代工廠商較容易從OEM升級至ODM,但卻很困難轉型至OBM階段。文獻指出OBM與ODM為不同的發展路徑,企業所需的資源與能耐不同,以及品牌商的反制策略,是造成轉換障礙的兩大原因。本文則認為忽略新產品開發階段(OPM)的策略模式選擇,也是代工廠商難以成功發展品牌的重要原因,並提出增加「新產品開發階段」—OPM (Original Product Manufacture),將原本三階段模式修正為「OEM-ODM-OPM-OBM」的四階段演進模式,較能釐清代工企業的演進路徑。 在OPM策略方面,本文區分為標準模組系統(SMS)、整合性產品系統(IPS)兩種新產品開發策略,並根據理論與文獻,建構一組包含一家品牌商以及兩家技術水準不同的代工廠商,在技術市場、代工市場與產品市場上的策略交互影響模型。透過情境模擬與數值分析,探討不同的OPM策略情境下,追求短期/長期利益之最佳策略選擇,並與實際個案的策略演進進行比較,呈現實際演進路徑與最佳路徑的差異。 研究結果發現,代工廠商發展品牌的最佳路徑是採取IPS的新產品開發策略並以長期利益進行決策,亦即依循OEM-ODM-OPM(IPS)-OBM路徑,但往往因為企業資源有限、難以通過轉型U谷考驗、產品差異化能力不足、側重短期利益決策模式,或習慣於SMS模式,以致引導代工廠商選擇次佳策略路徑,亦即在OPM階段會經歷三階段的策略轉換:從短期策略選擇轉換致SMS情境下的長期策略,再轉換至IPS情境下的最佳策略,依循OEM-ODM-OPM(短期-長期SMS-IPS)-OBM的演進路徑,逐漸調整至長期最佳策略下的產品定位與資源配置,這是開發中國家特有的產品驅動之技術升級與品牌發展過程。
This paper addresses an important but normally ignored capability development, the stage of original product manufacturing (OPM) in the stage of upgrading technology from ODM to OBM. We propose a four-stage "OEM-ODM-OPM-OBM" evolution model of technology upgrading and brand development. It explains the development strategies and patterns by technological firms in developing economies for developing their brands. The reason why many firms may fail in branding or err in long term strategy before they arrive at the OBM stage is because they ignore the selection of strategic patterns in the developmental phase of a new product. This acts as a barrier between ODM and OBM in the previously identified three-stage model of “OEM-ODM-OBM”. This study constructs a model consisting of one brand-owning firm and two contract manufacturers with different technological levels in order to illuminate interactive effects at the technology market, contract manufacturing market, and product market levels. Scenario-based simulation and numerical analysis are employed in combination with this model to explore contract manufacturers' long-term optimal brand development strategies in lieu of brand-owning firms' countermeasures. We find contract manufacturers would adopt their optimal brand development strategies to move toward long-term brand development strategies through changing strategies in three turning points.
URI: http://140.113.39.130/cdrfb3/record/nctu/#GT079435802
http://hdl.handle.net/11536/126228
顯示於類別:畢業論文