專業化策略

專業化策略為全球化競爭下之趨勢，符合「最佳的競爭即不存在有競爭者」

之競爭思維(Prestowitz, 2005)⁴⁸，惟對高科技製造業而言，欲發展出成功的專業化 策略，乃建構於自身核心能力與市場需求，再考量產業競爭結構，進而整合產業 鏈內、外資源(Zook, 2004)⁴⁹，並非任意擇施或單打獨鬥即能逕行為之；因此，在 製造業建構專業化策略的過程中，服務業平台即為一必要整合機制(Chen and Shyu，2004)[]，可針對廠商不同核心能力及市場資訊，整合適切外部資源而提升 廠商創新，進而由此創新差異化發展為市場客製化，終而達至最適之策略專業化。

2.1.5.1 專業化策略的基本理論

產業專業化之趨勢起自於全球競爭環境的改變，由於高科技製造業正發展為 競爭者眾且供過於求之產業結構，產業驅動力由供給面逐步轉為需求面(Uiardot, 1998)⁵⁰，資訊流通再無界線，各國產業之比較競爭優勢已成全球化架構下產業競 爭的關鍵成功要素(Christensen, 2001)⁵¹，而專業化策略正為各企業在衡量比較競 爭優勢下，選取最低機會成本與最具利基的產業定位方法。

48 Prestowitz, C. Three Billion New Capitalists: The Great Shift of Wealth and Power to the East.

Basic Books, 2005. pp136-138.

49 Zook C., Beyond the Core, Harvard Business School Press, Boston, MA. 2004.

50 Uiardot, E., Successful Marketing Strategy for High-Tech Firms, 1998, Artech House.

51 Christensen, C. M., “The Past and Future of Competitive Advantage”, MIT Sloan Management Review 42, 2: 105-109, 2001.

核心 能力

研究發展 互補資源提供者

技術發展

產品製造 服務提供

市場 其他使用者

環境(Environment)

環境(Environment)

過去學者分別從產業競爭趨勢演進與比較競爭優勢之角度，探討專業化之定 義與模式(Derek, 1980⁵², Kotler, 1994⁵³, Slywotzky, 1996⁵⁴, Trout, 2004⁵⁵, You, Tu and Shyu, 2006⁵⁶)；其後，逐漸發展出多種不同的專業化策略，從供給面觀之，

產品專業化係最常被學者提出的企業層級專業化策略(Jeff and Lawrence, 1987⁵⁷, Steven and Dean, 1996⁵⁸, Lundvall, 1998⁵⁹, Hamid, 2002⁶⁰)，廠商可依據針對特定產 品的優勢，取得市場利基，其中，Allen 與 Kendall(1992)⁶¹則針對不同廠商資料，

進行實證分析。此外，多位學者亦提出聚焦於產業中特定關鍵技術發展的特定技 術專業化策略(Malerba, Orsenigo, and Peretto, 1997⁶², Phene, Madhok, and Liu, 2005⁶³)，其中，Tsang(1999)⁶⁴則以全球電腦產業零組件為例，說明技術專業化策 略之運行。製造或系統設計之專業化策略在全球分工的趨勢下，亦逐漸成為重要 的研究課題，包括OEM 策略的發展與執行，均有大量實證研究成果(Christer, 1992⁶⁵, Gephen and Rothanberg, 2000⁶⁶, Chang, 2002⁶⁷)，Paul 與 Bradley(1994)⁶⁸則 從產業發展趨勢之角度，探討製造專業化的未來發展策略；對全球分工明顯的電 子產業而言，製造專業化已行之多年，

52 Derek, A., Defining the Business: The Starting Point of Strategic Planning, New Jersey: Upper Saddle River, Prentice Hall, 1980, pp. 192-196

53 Kotler, P., Marketing Management, New Jersey: Englewood Cliffs, Prentice Hall, 1994, pp. 246-247

54 Slywotzky, A. J. Value Migration: How to Think Several Moves ahead of the Competition, Corporate Decisions. 1996.

55 Trout, J., Trout on Strategy, New York: McGraw Hill, 2004, pp. 77-90

56 You, H. C., Tu, Y. M. & Joseph Z. Shyu, “Strategic Clustering of Innovation in Developing Countries”, International Conference on International Association of Management of Technology, Beijing, China, 2006

57 Jeff, M, Lawrence C. R.”Are Product Specialization and International Diversification Strategies Compatible?” Management International Review.Vol.27, Iss.3; 1987, pp.38-45.

58 Steven W, Dean M. “Competitive strategy and the adoption and usage of process innovation”

International Journal of Commerce & Management.Vol.6, Iss.3/4; 1996, pp5-22.

59 Lundvall, B.”Why study national systems and national styles of innovations?” Technology Analysis

& Strategic Management. Abingdon: Dec Vol.10, Iss. 4; 1998, pp 407-422.

60 Hamid, H., “Fong urges industries to go for product specialization”, Business Times. Kuala Lumpur:

Oct 11, 2002. pp04.

61 Allen J., Kendall. ”A Taxonomy of Business-Level Strategies in Global Industries” Strategic Management Journal. Chichester: Sep 1992.Vol.13, Iss. 6; pp 399-418.

62 Malerba, F., Orsenigo, L. and Peretto, P., “Persistence of Innovation Activities, Sectoral Patterns of Innovation and International Technological Specialization”, International Journal of Industrial Organization 15, 1997, pp. 801-826.

63 Phene, A., Madhok, A., Liu., K. “Knowledge Transfer within the Multinational Firm: What Drives the Speed of Transfer?” Management International Review. Wiesbaden: 2005. Vol.45, pp53-75.

64 Tsang, D. “National culture and national competitiveness: A study of the microcomputer component industry”, Advances in Competitiveness Research Indiana: 1999. Vol.7, Iss. 1; pp1-34.

65 Christer, K. “Knowledge and Material Flow in Future Industrial Networks” International Journal of Operations & Production Management. Bradford: 1992.Vol.12, Iss. 7,8; pp10-24.

66 Geffen, C., Rothenberg S. “Suppliers and environmental innovation The automotive paint process”, International Journal of Operations & Production Management. Bradford: 2000.Vol.20, Iss. 2; pp166.

67 Chang, C. “Procurement policy and supplier behavior-OEM vs. ODM”, Journal of Business and Management. Fort Collins: Spring 2002.Vol.8, Iss. 2; pp181-198.

68 Paul A, Bradley S.”The future of original equipment manufacturers”, The Journal of Business &

Industrial Marketing. Santa Barbara: 1994.Vol.9, Iss. 3; pp38-44.

相關實證研究也極為廣泛(Hunt and Jones, 1998⁶⁹, Meller and DeShazo, 2001⁷⁰)。

就需求面而言，最常被提及的正為聚焦於品牌、通路發展或特定市場需求的 市場專業化(Capon, Hulbert, Farley, and Martin, 1988⁷¹, Gael and Christopher, 1992⁷², Frost & Sullivan, 2006⁷³)；與此概念相反的是，利用市場多角化策略，取 得範疇經濟與成本優勢的多角化專業化策略(Peter, 1996, Sheth, Sisodia and Sharma., 2000⁷⁴, Tanner, 2001⁷⁵)；此外，隨著產業群聚於全球各地的產生，透過 產業聚落所發展之資源整合，亦逐漸成為廠商發展過程中所追求的定位策略之一 (Feldman and Audretsch, 1999⁷⁶, Fujita and Thisse, 2002⁷⁷, Roy and Mohapatra, 2002⁷⁸, Desrochers and Sautet, 2004⁷⁹, Roland-Holst, Verbiest and Zhai, 2005⁸⁰)，此 地緣策略可稱之為另一種區域集群之專業化，例如針對美國矽谷(Saxenian, 1994⁸¹)、生技產業(Feldman, 2003⁸²)與中國大陸產業聚落(Bai, Du, Tao and Tong, 2004⁸³)等研究，均提出類似的論點。

2.1.5.2 專業化策略定義與分類

根據文獻探討與本研究之整理，將過去學者所提出的專業化策略分為下表中 八項專業化策略：

69 Hunt, I. Jones., R. “Winning new product business in the contract electronics industry”, International Journal of Operations & Production Management. Bradford: 1998.Vol.18, Iss. 2; pp 130.

70 Meller, R., DeShazo, R., “Manufacturing system design case study: Multi-channel manufacturing at electrical box & enclosures”, Journal of Manufacturing Systems. Dearborn: 2001.Vol.20, Iss. 6;

pp445-457.

71 Capon, N., Hulbert, J., Farley, F., Martin. E., “Corporate Diversity and Economic Performance: The Impact of Market Specialization” Strategic Management Journal .Chichester: Jan/Feb 1988.Vol.9,Iss.1;

pp 61-75.

72 Gael, M, Christopher, R. “What You Always Wanted to Know About Marketing Strategy”

Management Decision. London: 1992.Vol.30, Iss. 7; pp 54-61.

73 Frost & Sullivan, “Globalisation and Market Specialisation to Benefit Western European Electric Drives Manufacturers” PR Newswire Europe Including UK Disclose. New York: May 10, 2006.

74 Peter R. D., “The static and dynamic mechanics of competition: A comment on Hunt and Morgan's comparative advantage theory”, Journal of Marketing.Chicago: Oct 1996.Vol.60, Iss. 4; pp102-107.

75 Tanner, L., “Market diversity is key for Aguirre”, Dallas Business Journal Dallas: Mar 30, 2001.Vol.24, Iss. 33; pp28.

76 Feldman, M. P. and Audretsch, D.B., “Innovation in Cities: Science-based Diversity, Specialization and Localized Competition”, European Economic Review, 43, (1999), pp. 409-429

77 Fujita, M., and Thisse, J. F., Economics of Agglomeration: Cities, Industrial Location, and Regional Growth, Cambridge: Cambridge University Press, 2002.

78 Roy, S. Mohapatra, P. “Regional Specialization for Technological Innovation in R&D Laboratories:

A Strategic Perspective” AI & Society.London: May 2002.Vol.16, Iss. 1; pp100.

79 Desrochers, P. Sautet. F. “Cluster-Based Economic Strategy, Facilitation Policy and the Market Process”, Review of Austrian Economics. Washington: Jun 2004.Vol.17, Iss. 2-3; pp233.

80 Roland-Holst, D., Verbiest, J., Zhai F. “Growth and Trade Horizons for Asia: Long-term Forecasts for Regional Integration”, Asian Development Review. Manila: 2005.Vol.22, Iss. 2; pp76-108.

81 Saxenian, S., Regional Advantage: Culture and Competition in Silicon Valley and Route 128, Boston: Harvard University Press, 1994.

82 Feldman, M. P. “The Locational Dynamics of the US Biotech Industry: Knowledge Externalities and the Anchor Hypothesis”, Industry and Innovation.Sydney: Sep 2003.Vol.10, Iss. 3; pp311.

83 Bai, C., Du, Y., Tao, Z. and Tong, S. Y., “Local Protectionism and Regional Specialization: Evidence from China’s Industries”, Journal of International Economics 63, 2004, pp. 397-417

表2-8 八大專業化策略定義

專業化策略 文獻來源 定義

研發及產品創新專業化

（R&D and Product Innovation）

Š Jeff and Lawrence,1987

Š Steven and Dean, 1996

Š Lundvall, 1998

Š Hamid, 2002

（Marketing Brand and Channels）

Š Capon, Hulbert, Farley, and Martin, 1988

Š Gael and Christopher, 1992

Š Frost & Sullivan, 2006

透過多元化的溝通管道與客製化的服

（Market Diversity）

Š Peter, 1996

Š Sheth, Sisodia and Sharma., 2000

Š Tanner, 2001

（System Design and Manufacturing）

Š Christer, 1992

Š Paul and Bradley, 1994

Š Gephen and Rothanberg, 2000

區域集群專業化

（Regional Clustering）

Š Feldman and Audretsch, 1999

Š Fujita and Thisse, 2002

Š Roy and Mohapatra, 2002

Š Desrochers and Sautet, 2004

Š Roland-Holst, Verbiest and Zhai, 2005

（Technology Innovation &

Leadership）

Š Malerba, Orsenigo, and Peretto, 1997

Š Phene, Madhok, and Liu,

（Financial Strengths and Investment Portfolio）

Š Mary, 1990

（Network and Platform Operations）

Š Cynthia, 1987

Š Wireless News, 2004

Š Tao, 2005