| Summary: | 碩士 === 開南大學 === 商學院碩士在職專班 === 99 === Taiwan’s electronic industries began as original equipment manufacturers (OEM). In recent years, the gross profit of original equipment manufacturer has been reduced due to effects in the industry’s environment and the impact of global competition. Many companies are starting to make the transitions and technological upgrades towards establishments of professional techniques and personal brands of model developments. This paper examines arguments in relation to resource-based theory, collaborative strategy, and global specification strategy. Information is taken from case by case study interviews with company practice and secondary data collection and analysis. This study is focused on the industries of professional OEM and “original equipment manufacturers in transition.” It explores the patterns of professional OEM company and its product development strategy of “brand management” from past to present. Also, it questions what roles do companies in different business types (self own brand, design OEM) play in the product development? And for what reasons are the relationship between sales division of corporate strategy and product development strategy significant? Through case analysis, the paper proposed the following conclusion: 1. At first, parent-subsidiary companies proceed together with their global specification strategies. However, when operating subsidiary places their focuses on OEM products, the product development strategy now focuses on the product processing and the product R&D. while parenting companies focus on the brand management, the product development strategy instead concentrate on the product’s OBM. These strategies urge companies to focus their strategic objectives on “brand imaging and positioning.” 2. Non-parent subsidiary companies proceed together with their global specification strategies. When business centers focus on the OEM products, the product development strategy will focus on scale and vertical integrations. And when the focus becomes on brand management, the product development will focus on commitments to research and development, design and marketing. 3. Finally, the business relationships between the two parties
depend on the importance of the resources and the likelihood of resource substitutability and the different equilibriums between the two sides on engaging different relationships. When the two parties collaboratively select the specification strategies, the product development will focus on the size and vertical integrations.
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