台灣工業電腦廠商績效及策略發展研究

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题名:	台灣工業電腦廠商績效及策略發展研究
作者:	沈洙泳;Shen, Shu-Yong
贡献者:	高階主管企管碩士班
关键词:	工業電腦;營運導向;競爭動力;關鍵成功因素;Industrial Computers (IPC);Operational Orientation;Key Success Factors
日期:	2022-09-07
上传时间:	2022-10-04 11:46:45 (UTC+8)
出版者:	國立中央大學
摘要:	本研究以發展到一定規模的工業電腦廠商，分析比較其不同的營運模式下資源投入比例及其獲利能力的關聯性，以提供同業及新進者對於資源投入及營運模式選擇的參考。研發是所有工業電腦廠商重要的價值創造活動之一，無論是以ODM或是品牌為主的營運模式，持續的研發是各家廠商非常重要的資源投入。發展自有品牌的廠商在推銷費用上需要維持一定比例的支出，其行銷費用與研發費用都是重要的資源投入，也是關鍵成功因素，而研發費用比例稍高於行銷費用。以ODM為主要營運模式的廠商其固定資產比率不一定高，但已擁有一定產能設備的廠商則可能會選擇ODM為其重要的營運模式之一，廠商的獲利能力與資源投入的配置較無直接關係，但與營運模式較相關。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.
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