| dc.contributor.advisor | 譚丹琪 | zh_TW |
| dc.contributor.advisor | Tan, Danchi | en_US |
| dc.contributor.author (Authors) | 林育駐 | zh_TW |
| dc.contributor.author (Authors) | Lin, Albert | en_US |
| dc.creator (作者) | 林育駐 | zh_TW |
| dc.creator (作者) | Lin, Albert | en_US |
| dc.date (日期) | 2008 | en_US |
| dc.date.accessioned | 14-Sep-2009 09:47:29 (UTC+8) | - |
| dc.date.available | 14-Sep-2009 09:47:29 (UTC+8) | - |
| dc.date.issued (上傳時間) | 14-Sep-2009 09:47:29 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0093933010 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/31319 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際經營管理碩士班(IMBA) | zh_TW |
| dc.description (描述) | 93933010 | zh_TW |
| dc.description (描述) | 97 | zh_TW |
| dc.description.abstract (摘要) | 個人電腦與網通產業ODM的比較與分析 | zh_TW |
| dc.description.abstract (摘要) | A comparison between computer and networking industries – The case of ODM models By Albert Lin, 林育駐 The OEM or ODM business model has been playing a critical role in the history of Taiwan’s industrial development. The business model has evolved, and has eventually been applied, most successfully on the personal computer (PC) industry. In the past decade, the personal computer industry has become the backbone for Taiwan’s information technology (IT) industry, whereby Taiwanese ODM suppliers provide design and manufacturing services to world-class, famous brand name manufacturers like Dell Computer or Hewlett-Packard, to name just a few. Compared with the personal computer industry’s beginnings, the networking equipment industry was initiated a bit later and flourished at its peak before the internet bubble in the beginning of this century. There are quite a few differences between the nature of the personal computer industry and the networking equipment industry in terms of operation of their ODM business models. For instance, the personal computer market is now becoming very saturated and mature with an excessive number of competitors in the industry. Meanwhile, the networking equipment market is still growing with products with various new features, or applications created by the increasing demand of broadband and wireless from the general public. The purpose of the thesis is to analyze the differences when adapting Michael Porter’s five forces model frame work, and from its assessments in understanding the attractiveness level among the two industries that make them what they are today. From the assessment by Michael Porter’s five forces’ frame work in terms of threat of entry, threat of rivalry, threat of suppliers, threat of buyers, and threat of substitutes, a conclusion was drawn that the networking equipment ODM industry is more attractive than the personal computer industry. | en_US |
| dc.description.abstract (摘要) | 1 Introduction 10 1.A Research motivation 10 1.B Research purpose 12 1.C Research scope 12 2 Literature – Porter’s five force model 14 2.A The threat of entry 15 2.B The threat of rivalry 16 2.C The threat of substitutes 17 2.D The threat of suppliers 18 2.E The threat of buyers 18 2.F Summary of Porter’s five force model 19 3 ODM industry introduction 21 3.A Definition OEM and ODM 21 3.B OEM and ODM in Taiwan 21 3.C Industry momentum shift from low commercial value industry to higher commercial value industry 24 3.D ODM industry introduction – personal computers 27 3.D.1 Definitions 27 3.D.2 ODM personal computer characteristics 30 3.D.3 Summary of the PC industry in Taiwan 37 3.E ODM industry introduction – networking equipment 37 3.E.1 Definitions 38 3.E.2 Networking equipment manufacturing industry in general 39 3.E.3 ODM networking equipment characteristics 40 3.E.4 Summary of networking ODM industry in Taiwan 47 4 Networking and personal computer ODM industry comparison using Porter’s Five Forces Model 49 4.A Recap of Michael Porter’s Five Forces Model 50 4.B Comparison of the personal computer with networking 50 4.B.1 New entry threat - economies of scale 50 4.B.2 New entry threat – product differentiation 50 4.B.3 New entry threat – know-how 51 4.B.4 New entry threat – learning curve cost advantage 51 4.B.5 New entry threat – customer switch cost 52 4.B.6 Rivalry within an industry – large number of competing firms 52 4.B.7 Rivalry within an industry – slow industry growth 52 4.B.8 Rivalry within an industry – lack of product differentiations 53 4.B.9 Bargaining power of suppliers – supplier`s industry dominated by small number of firms 53 4.B.10 Bargaining power of suppliers – supplier`s sell unique or highly differentiated products 54 4.B.11 Bargaining power of suppliers – suppliers threaten forward vertical integration 54 4.B.12 Bargaining power of customers – numbers of buyers is small 54 4.B.13 Bargaining power of customers – products sold to buyers are undifferentiated and standard 55 4.B.14 Bargaining power of customers – buyers threaten backward vertical integration 56 4.B.15 Threat of substitute products 56 4.C A line by line table summary comparing the personal computer industry with the networking equipment industry in Porter’s Five Forces frame work 57 4.C.1 PC v.s. networking suppliers attractiveness - Bargaining power of customers 57 4.C.2 PC v.s. networking suppliers attractiveness - Threat of entrants 58 4.C.3 PC v.s. networking suppliers attractiveness - Competitive rivalry within industry 59 4.C.4 PC v.s. networking suppliers attractiveness - bargaining power of suppliers 60 4.C.5 PC v.s. networking suppliers attractiveness - threat of substitute products 61 5 Summary and conclusions 61 5.A Summary 61 5.B Managerial implications 63 5.B.1 Implications to managers in the personal computer industry - provide total service solution with additional value by leveraging logistic service 63 5.B.2 Implications to managers in personal computer industry - backward vertical integration and product portfolio expansion 64 5.B.3 Summary for implications to managers in the personal computer industry 64 5.B.4 Implications to managers in the networking ODM industry 65 5.C Research limitation 65 5.D Suggestions for future research direction 66 | - |
| dc.description.tableofcontents | 1 Introduction 10 1.A Research motivation 10 1.B Research purpose 12 1.C Research scope 12 2 Literature – Porter’s five force model 14 2.A The threat of entry 15 2.B The threat of rivalry 16 2.C The threat of substitutes 17 2.D The threat of suppliers 18 2.E The threat of buyers 18 2.F Summary of Porter’s five force model 19 3 ODM industry introduction 21 3.A Definition OEM and ODM 21 3.B OEM and ODM in Taiwan 21 3.C Industry momentum shift from low commercial value industry to higher commercial value industry 24 3.D ODM industry introduction – personal computers 27 3.D.1 Definitions 27 3.D.2 ODM personal computer characteristics 30 3.D.3 Summary of the PC industry in Taiwan 37 3.E ODM industry introduction – networking equipment 37 3.E.1 Definitions 38 3.E.2 Networking equipment manufacturing industry in general 39 3.E.3 ODM networking equipment characteristics 40 3.E.4 Summary of networking ODM industry in Taiwan 47 4 Networking and personal computer ODM industry comparison using Porter’s Five Forces Model 49 4.A Recap of Michael Porter’s Five Forces Model 50 4.B Comparison of the personal computer with networking 50 4.B.1 New entry threat - economies of scale 50 4.B.2 New entry threat – product differentiation 50 4.B.3 New entry threat – know-how 51 4.B.4 New entry threat – learning curve cost advantage 51 4.B.5 New entry threat – customer switch cost 52 4.B.6 Rivalry within an industry – large number of competing firms 52 4.B.7 Rivalry within an industry – slow industry growth 52 4.B.8 Rivalry within an industry – lack of product differentiations 53 4.B.9 Bargaining power of suppliers – supplier`s industry dominated by small number of firms 53 4.B.10 Bargaining power of suppliers – supplier`s sell unique or highly differentiated products 54 4.B.11 Bargaining power of suppliers – suppliers threaten forward vertical integration 54 4.B.12 Bargaining power of customers – numbers of buyers is small 54 4.B.13 Bargaining power of customers – products sold to buyers are undifferentiated and standard 55 4.B.14 Bargaining power of customers – buyers threaten backward vertical integration 56 4.B.15 Threat of substitute products 56 4.C A line by line table summary comparing the personal computer industry with the networking equipment industry in Porter’s Five Forces frame work 57 4.C.1 PC v.s. networking suppliers attractiveness - Bargaining power of customers 57 4.C.2 PC v.s. networking suppliers attractiveness - Threat of entrants 58 4.C.3 PC v.s. networking suppliers attractiveness - Competitive rivalry within industry 59 4.C.4 PC v.s. networking suppliers attractiveness - bargaining power of suppliers 60 4.C.5 PC v.s. networking suppliers attractiveness - threat of substitute products 61 5 Summary and conclusions 61 5.A Summary 61 5.B Managerial implications 63 5.B.1 Implications to managers in the personal computer industry - provide total service solution with additional value by leveraging logistic service 63 5.B.2 Implications to managers in personal computer industry - backward vertical integration and product portfolio expansion 64 5.B.3 Summary for implications to managers in the personal computer industry 64 5.B.4 Implications to managers in the networking ODM industry 65 5.C Research limitation 65 5.D Suggestions for future research direction 66 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0093933010 | en_US |
| dc.subject (關鍵詞) | 個人電腦 | zh_TW |
| dc.title (題名) | 個人電腦與網通產業ODM的比較與分析 | zh_TW |
| dc.title (題名) | A comparison between computer and networking industries － The case of ODM models | en_US |
| dc.type (資料類型) | thesis | en |
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