| Summary: | 碩士 === 國立交通大學 === 管理學院科技管理學程 === 103 === Taiwan's high-tech manufacturers always think over the years if they need to transfer to "brand" company or keep "foundry" business model and it have been a hot topic. OEM business mode of high-tech industry is vulnerable to suffer from competitive threats in neighboring countries due to lower barriers to entry.
It makes the gross margin is not good enough as before, and even has entered the "low-profit stage". So many manufacturers would like to have a brand with a high value-added, however, it is a good way if they move towards brand? Or just keep sustaining the OEM business model is better? I suppose the results of this paper may be able to provide some answers.
This research focuses on the chosen vendors of the networking equipment communications industry as the basis. In the beginning, the research consulted many reference resources, and I decided to use Dr. Cheng, Cheng-Nan and Dr.Tang, Da-Chen’s “Five-Pointed Diamond Model” Model to analyze industrial competition.
The five factors are “Factor conditions”, “Demand Conditions”, “The Support from the Government”, “Firm strategy, structure and rivalry” and “Related and supporting industries”. I will confirm the research aspects according to our country industry develop circumstance and I will explore networking equipment industry’s development factors for Taiwan to analyze cause and effect relation among these influence factors by DEMATEL method.
After the interview and survey with experts and to figure out the rationality of the data, I found out the key causal factors for OBM business model are including “The Support from the Government” and “Demand Conditions”, and effect factors are “Related and supporting industries”, “Factor conditions” and “Firm strategy, structure and rivalry”. But the key causal factors for OEM/DOM business model are including “Related and supporting industries”, “Factor conditions” and “Demand Conditions”, and effect factors are “The Support from the Government” and “Firm strategy, structure and rivalry”.
|
|---|
