工業電腦因產業環境特殊，新進者除了在研發費用需要不斷投入之外，在其知名度的建立上亦須要有長期投資的準備，不斷累積經驗及成功案例以及專業的品牌形象才能真正打入市場。在資源有限的情況下建議以研發導向為主的資源配置及利基策略鎖定某個專精的應用領域進入市場。;This study takes industrial computer manufacturers whose companies have grown to a scale of more than 10 billion, and analyzes and compares the correlation between their resource investment ratio and profitability under ODM or brand marketing-based operating models, in order to provide peers and new entrants on resource investment and business model reference. According to the proportion of resource input, three operational orientations are summarized: production orientation, marketing orientation, and R&D orientation.
R&D is one of the important value-creating activities for all industrial computer manufacturers. Whether it is an ODM or brand-based business model, continuous R&D is a very important resource input for each manufacturer. Manufacturers developing their own brands need to maintain a certain percentage of their marketing expenses. Their marketing expenses and R&D expenses are both important resource inputs and key success factors, while the proportion of R&D expenses is slightly higher than that of marketing expenses.
Manufacturers that take ODM as their main business model are not necessarily production-oriented, but those that already have production facility may choose ODM as one of their important business models. The profitability of the manufacturer is not directly related to the allocation of resources, but it is more related to the operating model.
Due to the special industrial environment of industrial computers, new entrants need to be prepared for long-term investment in the establishment of their popularity in addition to the constant investment in research and development costs, and continue to accumulate experience, successful cases and professional brand images to truly enter the market. In the case of limited resources, it is recommended to focus on R&D-oriented resource allocation and niche strategies to lock in a specialized application field to enter the market.
