The transforming strategy from OEM to OBM - Z company

台灣製造業專業代工技術和產品品質備受全球肯定，然而隨著全球經濟和產業環境的發展、原料和人力成本不斷上漲和全球化激烈競爭的發展趨勢，導致許多代工製造廠商營運成本不斷上升、代工毛利受到壓縮。尤其隨著許多開發中國家製造代工業的崛起，台灣製造業逐漸面臨到嚴重的成本威脅。因此，思考如何透過企業轉型、改變企業經營模式或經營策略以提升企業獲利空間，並且創造出不可取代的競爭優勢則成為企業長期發展不可忽視的經營議題。 本研究主要是透過針對國內外文獻資料的蒐集與整理，針對企業轉型、代工發展歷程，以及通路等相關議題進行文獻整理與歸納，之後再透過個案研究方式，以國內一家專業製造廠商Z公司為研究對象，探討其企業的轉型動態歷程、經營策略轉變之發展背景、通路發展策略以及企業資源配置轉變。 本研究歸納出企業轉型時，包含了產品轉型、經營型態轉型和組織架構轉型，而個案公司則是透過產品轉型和組織架構轉型以持續維持企業競爭優勢和開拓市場範疇。Z公司透過產品多角化策略，並透過不斷新增產品線以開拓不同客戶群並降低客戶群過於集中之經營風險；同時，於組織內部設立技術研發中心以持續提升自身的創新研發能力，以及成立了泛歐營運部和中國營運部以深耕不同市場，試圖透過產品多角化策略和不斷開發經營新市場以拓展市場營運範圍並提升企業獲利來源和競爭能力。 最後，Z公司透過經營策略的轉變，由以往專業代工製造策略轉變成發展通路以進行直接銷售的經營模式；其合作模式為Z公司取得知名A品牌的品牌授權以供Z公司直接從事產品的製造和銷售，並且發展出直接銷售模式以接觸到最終消費者。雙方合作主要目的為進入中國市場並且把握市場商機，知名A品牌毋須新增任何投資即可透過Z公司來填補企業內部所缺乏的消費性揚聲器產品線，並且收取品牌授權金以增加營收來源；而Z公司則期望能獲得A品牌的品牌發展和行銷通路經驗，借以逐漸累積企業內部品牌發展思維和概念，有助於企業未來發展自有品牌的經營策略。 本研究期望透過研究結果以協助其他製造企業發展出合適的長期發展策略，無論是透過提升企業的研發能力或發展品牌策略，透過不同方式來為企業創造出新的競爭優勢或是經營策略，並且透過企業思維和策略的轉變以持續提升企業競爭能力和改善企業獲利表現。The manufacturing enterprises in Taiwan were famous for the professional manufacturing skill and high quality in the whole world. With the development of global economy and industries, the cost of material and labor rose gradually and the global enterprises faced the fierce competition. Especially with emergence of the developing countries, the Taiwan’s enterprises were threaten by their low cost and faced the challenges of declining margin. So the enterprises should consider how to improve the business performance by transformation, changing the business model or strategies, and furthermore, to create the competitive advantages. The study found out the information related to the evolution of transformation and OEM from the past document records. With interviewing a manufacturing company, the study tried to generalize its’ process of transformation and the change of the business strategies and internal resources. The study generalized the types of transformation included the product, business model and organization. Z company tried to keep the competitive advantages and broaden its’ markets by diversifying the products’ categories and establishing the new departments. Z company increased the product lines to attract the new customers and diversify the risk. Besides, it set up the R&D department to improve the skills and knowledge of design and innovation and created the departments of Europe and China market to focus on those new markets. Finally, Z company changed its business model from manufacturing to direct selling to the end customers. With the authorization of A brand, Z company tried to produce and sell their own products in China. With the relationship of cooperation, A brand could not only increase its’ brand awareness and revenue without any investment, but also complete the product line of speaker. For Z company, it could learn the development of brand and marketing strategies form A brand, so it would be useful for Z company to develop its’ own brand in the long term. The study was expected to help other enterprises to find out the suitable strategy whether by improving their R&D ability or by developing their own brand. The corporations should try their best to sustain the competitive advantages and improve their business performance and margin by changing the business strategies adequately in the changing environment