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國際企業實務

企業全球化 創新 OEM vs. OBM 企業 e 化 企業重整

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企業全球化趨勢

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全球企業趨勢 1. 更大、更自由的市場 2. 無界線的世界 3. 專業分工的趨勢 4. 由產品導向至顧客導向 5. 價值來源的轉移 6. E- 經濟世代中數位化的變革

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更大、更自由的市場 WTO 降低區域保護 法規的鬆綁降低產業的保護 龐大的新興市場如大陸、印度、巴西

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更大、更自由的市場 保護主義式微，保護只是降低競爭力，

僅對初期或短期有利。 企業無處可藏，需建立競爭優勢 對於優勝者提供絕佳的機會與報酬

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無界線的世界 全球化產品：網路、遊戲、 PC 、汽車、

流行商品、… 全球化技術與元件 資金與人才的國際化

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無界線的世界 全球化視野、在地性接觸 / 企業公民 各地的夥伴關係 開放、彈性、競爭與合作

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專業分工的趨勢 全球化成本優勢與人才 專注於核心競爭力以提高附加價值與規

模 IT 技術的輔助

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由產品導向至顧客導向 由賣方市場至買方市場，顧客變得愈聰

明 產品區隔變得困難，解決方案、速度、

服務、品牌形象成為新的區隔基礎 經營模式的改變

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Computer Industry Value Added Curve before ‘8

0Value Added

Components Assembly Distribution

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Stan Shih's Smiling CurvePC Industry Value Added Curve

Speed Cost

Value Added

Segment by Product LineGlobal Competition

Segment by CountryLocal Competition

Components Assembly Distribution

•Technologies•Manufacturing•Volume

•Brand•Channel•Logistics

SoftwareCPU DRAM LCD ASIC Monitor HDD/CDD Motherboard

PC System

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PC Industry Value Added Curve

Value Added

Segment by Product LineGlobal Competition

Segment by CountryLocal Competition

Components Distribution

E2E logistics

• Brand• Services

Stan Shih's Smiling Curve•Technologies

•Manufacturing

•Volume

• Brand• Channel• Logistics

IP • Integrated Service

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價值來源的轉移 牛肉在哪 ? 企業的附加價值何在 ? Go big or go home 寧為雞首，不為牛後

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E- 經濟世代中數位化的變革 創造性的做法可以造成巨大的衝擊 客戶關係管理、量身定作可藉由網路科

技來實現 數位化直接衝擊通路、代理商、及經銷

商等 在地點及時間上增加客戶服務 顧客變得更專業

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E- 經濟世代中數位化的變革Tangible Intangible

Labor Brainpower

Manufacturing Service

Hardware Software

Efficiency Innovation

Management Leadership

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結語 變革 vs. 演化 企業再造 前瞻與未雨綢繆 建立正確的企業文化與組織結構 留意環境變革的時點

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創新

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各種形式的創新 經營模式 技術 產品 行銷 服務 供應鏈

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經營模式的創新 開創全新品牌 / 事業 開創成長機會

– 新的顧客– 新的產品– 新的市場區隔

使企業恢復生機

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技術的創新 更多的應用領域 – 規模經濟標準平台 – 控制力量 成本績效 – 競爭力 形象 – 品牌價值 產品升級

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產品創新 量身定作的產品符合生活型態 產品可以思考

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行銷創新 專注於目標客戶群 降低行銷成本 提高顧客忠誠度

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服務創新任何時間、任何地點、更便宜、更有彈

性 顧客安心學習和提前處理顧客偏好

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供應鏈的創新 降低呆滯庫存縮短循環週期快速反應市場 提供新鮮的產品

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影響創新的因素外在因素

– 市場– 產業結構– 資本市場–智慧財產 (IP) 保護–社會文化

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影響創新的因素內在因素

– 企業文化– 組織與獎勵–學習與人力資源發展–領導

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市場大小對創新的影響 高風險、高報酬 在相同的市場易於複製維持領導地位需面臨強烈的挑戰易於吸引國際人才 更多的資源進行投資

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產業結構對創新的影響 高度的競爭刺激創新 產業群聚加快創新的速度 專業分工促成專注創新與風險分攤

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鼓勵創新思考從創新思考中產生創意逆向思考腦力激盪領導者對於極端構想之容忍度落實民主化的企業文化

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結語社會教育的重要性檢討競爭力方程式中的主要活動 客戶價值的轉移把握創新的機會 以創新作為台灣的核心競爭力

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OEM vs. OBM

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OEM vs. OBM

OEM 是比較容易切入的事業–相對較少之核心競爭力–易於管理–易於建立生產規模– 可藉由 ODM 提高附加價值– 合理的利潤

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OEM vs. OBM

OEM並非穩定的事業–取得或流失一個顧客將對公司影響很大– 不容易改變 / 轉型–從 OEM 轉為 OBM將會很艱辛– 不足以綁住顧客– 無法累積品牌的價值

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OEM vs. OBM

台灣走向 OBM 的挑戰–母國 (台灣 ) 市場太小–缺少創新的技術 / 產品–缺少有經驗的人才 ( 國際行銷 )– “MIT” 的形象有待提昇–缺乏長期的視野– 資源稀少，難以和國際大廠抗衡

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OEM vs. OBM

台灣的 OBM策略– 藉由技術和產品的創新提高附加價值– 長期的規劃– 從週邊的市場 / 產品開始，然後逐步進入主力市場 /

產品– 與當地夥伴合作、分享– 一致性的行銷活動– 避免打價格戰– 善用大陸市場

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OEM vs. OBM

品牌名稱的考量–簡單、獨特的名稱 & 商標– 商標註冊登記– 新的名稱與 CIS– 中、英文名稱的連結並非必要–單一品牌、多品牌、與附屬品牌

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Acer’s Total Brand Management (I)

Acer BrandFoundation Mission

Breaking theBarriers between

People and technology

Brand PromiseDependable, Easiness, Partnership

Brand PersonalityDynamic, friendly, trustworthy,creative, open minded

Brand ValueEasy to use, reliable, innovative, caring, good value

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Acer’s Total Brand Management(II)

TBM: A fresh Approach(TBM to branding is as TQM to quality)

–Branding is a vague, and complex concept–Branding building must be a core business function–Branding needs to be planned, systematic, and

conscientious–It is possible and necessary to measure branding

impact–TBM is about a focus on marketplace results, not

process

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Acer’s Total Brand Management(III)What is “Acer-ness?”

User-friendly, easy, dependable, affordable

products

Approachable, accountable to customers

“Borderless,”appealing and consistent identity

Attitude/culture of caring, listening and

doing

Communications with distinctive, focused appeal

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Resources Allocation Minimum critical mass to sustain Develop a role-model to follow Resource is always not enough so that

focus is the key Focus on market, product, and

customer segment Focus to build up management

infrastructure during each stage of operation scale development

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Considerations on Channel Through exclusive or multiple distributors Act as a distributor to handle dealers Clarify the responsibility of support &

services Channel loyalty vs channel flexibility Channel pipeline issues Credit policy to the channel Terms & conditions with the channel Promotion programs with channel

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Considerations on Customer Services

Whose customers? Brand or manufacture Service is the key factor of brand image Product liability arrangements Third-party services Challenges in US market

–Return, warrantee, legal liabilities, publicity, overhead, management know-how

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Summary OEM or OBM, a dilemma to Taiwan enterprises Don’t take short-term approaches for OBM Need more successful role-models in OBM Wise choice by owning The Great China & S.E.A

markets Leverage PR in US for the global image Understand the implication of global & local

competition Managing the conflicts between OBM & OEM becomes

a core competence in the new century

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企業 e 化

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What is Internet Business? A high-tech / no-tech business

A junior / senior business

No entry barrier yet

Game of fighting resources to implement

Knowledge-based business

Super dis-integration

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Where is the Beef in Internet Business?

Internet as the media – advertisement Internet as the channel – e-commerce Internet as the utility – fee of use Internet as the community – membership

service Internet as technology platform – sales/share

revenue Internet as consultant services – service fee

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Challenges to Internet Business Small home market

Low entry barrier

Less innovative

Hard to evaluate

Seems to over-pricing

Investing or losing money?

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Enabling the Internet EconomyEnabling the Internet Economy

enabling services/contents

Various Portals

Internet

enabling products

PCs XCs

enabling technologies Communication & Internet technologies

EntertainmentContents/Services

EducationContents/Services

E-commerceContents/Services

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Strategies for Developing e-Products in Asia

Leverage PC & related component technology to develop the enabling-products and be the key global manufacturing bases

Leverage IC Fabricators in Asia to develop IA, XCs (X-computers), and SOC(system on chip) and to enable e-Life

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Strategies for Developing e-Technologies in Asia

Leverage/License global leaders’ technologies

Focus the tech-developments either on unique local needs or on those with chances of global competition

Adapt quickly to global industry standards

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Strategies for Developing e-Services in Asia

Partner with global players (technologies, business model, brand)

Invest significantly in customer relationship management and developing localized contents

Enhance unique localized business models

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Opportunities in Internet Business Everyone gets new chances

More rooms for innovation

Local advantage

Sustainable with relatively smaller resources

Great return if hits

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The Value Delivery in Internet Economy

Total amount of transaction vs. value creation Total available value shared by number of

value creators Winner gains the all. (all of what) Unlimited segments can create a new value Main opportunity is to reduce cost by Internet in

current operations Stan’s competitiveness formula checks the

value delivery in new economy

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Internet Business in Taiwan (I) Successful model will be different from those

in US–PC & IC industries as examples–Need to develop a unique approach

Successful model will be different from PC & IC

–Global vs local market–Less room for “me too”–OEM/ODM vs brand–Manufacturing vs marketing

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Internet Business in Taiwan (II) Internet as a tool is equally important than as a

business Just changing names to dot com is not enough Investing an internet company is in high risk,

unless you know or need When the market is relatively small, investment

should match Internet enabling products/technologies for

global market, enabling services for the regional

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Summary Invest money, only affordable, to learn the

know-how for Internet opportunities Develop unique and competitive

competences to sustain the values of investment

Merger & acquisition will be more common in Internet business

Balance between focus & diversification Effective implementation is more important

than the idea & speed in the value delivery

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企業重整

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Why Need Re-engineering? External and internal environment

changes Paradigm shift in business For enhancing competitiveness For survival More than just restructure

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Scope of Re-engineering Re-structure of organization Business focus shift Business philosophy redefinition Business process redesign Resources reallocation

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Strategies & Process Re-engineering Change CEO’s mindset or change CEO

Communication and consensus

Top down, company wide

Common interest setting

Restructure from defocusing a mega-unit to many simple & focused units

Speed, quick win

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Critical Successful Factors for Re-engineering

Sense of crisis Acceptance of major change Support of most staffs Commitment from top executives Confidence of employees New clear pictures

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Understanding of Re-engineering

Not an easy task It takes times (years) More failure than success Pain comes first, before happiness No help to claim change, unless

changing is in action

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Re-engineering of IBM

Outsourcing for competitiveness Technologies available for

outsiders Services for other companies Focus on services & e-business

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Re-engineering of Japanese Company

Talk in early 90s without major action Social structure & culture are the barriers Life-long employment Lack of speed, flexibility, and open mind Sony is setting the trend Softbank is not in the mainstream

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Re-engineering of Acer (I) Scope

–Philosophy: global brand, local touch–Organization: client-server organization

structure–Process: fast-food business model

Timing–Warm up: 天蠶變 (Nov 1989) ，勸退 (Jan

1990)–In action: 1992

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Re-engineering of Acer (II)

Communication Plan–Worldwide communication tour—Acer

business sense workshop–Smiling curve–21 in21 –2000 in 2000–群龍無首

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Re-engineering of Acer (III)

High growth in revenue and profit

Revenue Growth Rate; Profit Growth Rate(US MM) (%) (US MM) (%)

93 1,902 51 38.6 2,43694 3,220 69 118.3 20795 5,825 81 202.9 72

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Re-re-engineering of Acer (I)

Remodeling workshop (1997 Dec)

–Global logistics, IT infrastructures–Total brand management–Customer service–Brand business unit

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Re-re-engineering of Acer (II) SBU/RBU to GBU Delist of Singapore & Mexico companies Internet Organization New IP & Digital Service Sub-Group Customer-centric culture Internet enabler

High-Growth, High-Return expected

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Reactive & Productive of Re-engineering

Re-engineering regularly, in a not-too-long timeframe

“Being reactive after the loss of operation” is too late

Pay attention to any signal of down turn

Being proactive. Treat reengineering as an offensive action, instead of defensive.

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Summary Reengineering is a normal management practice Reengineering is not just an organization change A bigger organization takes longer time for

effective reengineering A “new” CEO plays the most important role in

reengineering process Confidence of the team is the top priority Signal of turn around is the key for internal &

external confidence