從價值鏈觀點看工業電腦產業營運模式之比較

Abstract

台灣工業電腦產業近二十年的發展，已步入成熟期，根據全亞文化的統計全台已超過112家同業。各種不同的應用只要是非使用於一般消費用的個人電腦以外的電腦應用都可稱為工業電腦。從工業電腦產業價值鏈分析發現，不同公司在策略及資源投入依其核心能力及技術有相當大的差異。 本研究係以財務報表為分析依據，佐以個人於業界十幾年的經驗及對同行的了解，以推銷費用佔營收比、R&D費用佔營收比及固定資產佔總資產比三個比例數字推斷企業對於研發、製造及行銷資源的投入界定研發導向、製造導向及行銷導向不同營運模式進行比較分析。本研究設定八家於民國90年以前已上市或上櫃的工業電腦企業為分析標的。工業電腦產業發展至今存在單一企業獨大的現象，營收第二至五名的加總仍不足以與獨大的研華匹敵，由於研華在研發、製造及行銷有較均衡的資源投入比例，擁有完整研發團隊、大陸崑山製造基地及世界第一的品牌，故本研究搜集八家工業電腦企業的90、91及92年國內營收財務報表，以研華為標竿分析不同個案以價值鏈理論於不同經營策略模式下的營運、獲利及成長性的差異。

經分析及歸類推論後，研究結論如下： 1. 工業電腦產業是提供客戶整合服務的利基產業，整合的程度依個別企業的核心能力有所不同，有專注於板卡領域，也有提供系統整合，依據資源及核心能力提供不同的整合服務。

2. 企業資源的投入必須衡量自身於產業價值鏈的定位及核心能力，資源能力無法兼顧整合發展時必須有所取捨，不應貿然改變資源投入比例及經營模式。

3. 研發導向是工業電腦產業在中小企業階段比較適合的營運模式，尤其是在企業自身資源能力不足時，應該加重研究設計的資源投入比例，不宜貿然採行業界典範的整合策略。

Taiwan’s industrial PC (IPC) industry has been in existence for nearly 20 years, and evolved now into the mature stage. Statistics released by Pan-Asia Cultural Center shows that there are currently over 112 companies in the line. As its name implies, IPCs are specifically designed for both industrial and enterprise use, not for personal use. They are all IPC suppliers but their profiles from resources, capabilities or technologies are very different from one another.

As I have been in this field for over 10 years, knowing the ins and outs of these companies is my expertise. The analysis of the comparison of these companies categorizes the IPC firms by the expenditures of the employment of sales/marketing and R&D personnel, and production facilities. The analysis is based on the 8 companies that were listed on the Taiwan Stock Exchange before 2001.

When it comes to revenues, even Taiwan’s No. 2 to No. 5 companies together cannot match with those of Advantech as the latter is wholly equipped with well-established human resources like R&D, marketing and production. Moreover, it has a sophisticated R&D team, good production facilities in Kun Shan, China, and owns the brand name. Financial reports on these 8 companies in 2001, 2002 and 2003 have been collected. They were compared with those of Advantech from various perspectives of strategies, profitability and growth.

Conclusions of the analysis are as follows:

1.IPCs are supplied to customers with integrated services. The difference in the degree of integration has to depend on the capability of each enterprise. Some specialize in boards while the others in system integration. Thus, different integrated services are offered in accordance with individual firms’ capabilities.

2.Concentrating on enterprises’ resources is what strategy really means. If a firm’s resources or capabilities cannot be properly developed, the firm should give up, instead of changing the proportion of the concentration of the resources, and business models.

3.Focusing on R&D is the key, especially the scale of enterprise is small in the IPC industry.