國際企業實務
企業全球化
創新
OEM vs. OBM
企業 e 化
企業重整企業全球化趨勢
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Computer Industry
Value Added Curve before ‘80
Value Added
Components Assembly Distribution
Stan Shih's Smiling Curve
PC Industry Value Added Curve
Speed Cost
Value
Added
•Technologies•Manufacturing
•Volume
•Brand
•Channel
•Logistics
Software CPU DRAM LCD ASIC Monitor
HDD/CDD
Motherboard
PC System
PC Industry Value Added Curve
Value Added
E2E
logistics • Brand
• Services
Stan Shih's Smiling Curve
•Technologies
•Manufacturin
•Volumeg
• Brand
• Channe l• Logist ics
IP •
Integrated Service
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E- 經濟世代中數位化的變革
Tangible Intangible Labor Brainpower Manufacturing Service
Hardware Software
Efficiency Innovation
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創新
各種形式的創新
經營模式
技術
產品
行銷
服務
供應鏈經營模式的創新
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
產品升級產品創新
量身定作的產品
符合生活型態
產品可以思考行銷創新
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
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
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OEM vs. OBM
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
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
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
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
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
Acer’s Total Brand Management (I)
Acer Brand
Foundation Mission
Breaking the Barriers between People and technology
Brand Promise
Dependable, Easiness, Partnership
Brand Personality
Dynamic, friendly, trustworthy,creative, open minded
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
Acer’s Total Brand Management(III)
What is “Acer-ness?”
User-friendly, easy,
dependable, affordable
Approachable, accountable to
customers Attitude/culture of
caring, listening and doing
Communications with distinctive,
focused appeal
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
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 channelConsiderations 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
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
企業 e 化
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-integrationWhere 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
Challenges to Internet Business
Small home market
Low entry barrier
Less innovative
Hard to evaluate
Seems to over-pricingEnabling the Internet Economy
Enabling the Internet Economyenabling
services/conte nts
Various Portals Intern
et enablin
g product
s PCs XCs
Entertainment Contents/
Services
Education Contents/
Services
E-commerce Contents/
Services
Strategies for Developing e-Products in Asia
Leverage PC & related componenttechnology 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 onchip) and to enable e-Life
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 standardsStrategies for Developing e-Services in Asia
Partner with global players (technologies, business model, brand)
Invest significantly in customer relationship management and developing localizedcontents
Opportunities in Internet Business
Everyone gets new chances
More rooms for innovation
Local advantage
Sustainable with relatively smaller resources
Great return if hitsThe 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 operationsInternet 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”
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
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
企業重整
Why Need Re-engineering?
External and internal environment changes
Paradigm shift in business
For enhancing competitiveness
For survival
More than just restructureScope of Re-engineering
Re-structure of organization
Business focus shift
Business philosophy redefinition
Business process redesign
Resources reallocationStrategies & 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 unitsCritical Successful Factors for Re-engineering
Sense of crisis
Acceptance of major change
Support of most staffs
Commitment from top executives
Confidence of employees
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 actionRe-engineering of IBM
Outsourcing for competitiveness
Technologies available for outsiders
Services for other companies
Focus on services & e-businessRe-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 mainstreamRe-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
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
Re-engineering of Acer (III)
High growth in revenue and profitRevenue Growth Rate; Profit Growth Rate
(US MM) (%) (US MM) (%)
93 1,902 51 38.6 2,436 94 3,220 69 118.3 207 95 5,825 81 202.9 72
Re-re-engineering of Acer (I)
Remodeling workshop (1997 Dec)–Global logistics, IT infrastructures –Total brand management
–Customer service –Brand business unit
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 enablerReactive & 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.Summary
