||According to the rapidly development of the electronic industry and the growth of internet in these years, the market is turning to own-brand business from the three generations the traditional manufacturer in 1950s’, the product imitation in 1970s’ and ODM/OEM model in 1990s’. It is no doubt the improvement of electronic technology and the shift of social society have changed human’s life behavior alike TV. Right now, TV is appeared in each family and becomes the one of necessary in our spare time. In the current year, TV has been in emerging dramatically. But, its’ specification presents in differentiation by each country due to the national policy and regulation. As Taiwan is the giant of high-tech manufacturers in the world, around fifty percent TV are produced by Taiwan compared to the annual worldwide output at two-hundred million units. We estimate the production quantity will grow up to 20% in 2013.|
As for China labor salary and welfare cost increasing, the entry level for making TV has become easing. No matter what strengths of Taiwan enterprises have as health electrical infrastructure or good production management, it is easily defeated by China and the South Korea enterprises which fully supported by the governments if our product and technical skill are not innovative. In the face of the poor profit margin in manufactory, more Taiwanese enterprises seeks the business transforming from ODM/OEM model to own-brand in stance of the self-value development. The era to start the branding promotion and marketing convicts self-developing zoom.
To see the ODM business is getting worse, the case we study is which company invests its’ self-branding for the Northern America market and to seek new business opportunity. After two-year effort, own-brand product shipment is top one in the Northern America in 2007, the market share is approximately 21%. Their market strategy is clear, good product quality with lower reselling price to end customers. From the result, it also proofs the fair price with good quality is the major market in the consumer field. According to that, a joint-venture company between this company and Korean enterprise is established in Suzhou in 2008. The purpose of this new company is to ensure the supply chain integration from up to downstream in order to ally "Just-in-Time" policy. Each link among supply chain can be also well-control.
This article is about the research and development control system through this company, and then to ensure the lifetime of core competency can be continuous. Moreover, to find out how to increase efficiency from the R&D model for enterprises’ reference. Come with stable and systematical management, it can shorten the R&D flow, speed up R&D developing duration, reliable product quality at stability level to meet customer need. Once issue happened at end market, the control system and feedback procedure, material supply on-time are vital for WIN-WIN mode between enterprise and customer.
Most company schedule delayed and product spec changed all the time, it caused trouble to company and customers For example, Market is brand company, Case enterprises is R&D office, factory is manufacturer, they need a system which coordinated researching and processing, make R&D management process has step-in breakthrough. Moreover, If integrate the production commonness, push and sell into market in time, it will bring greater prosperity and opportunity.
1. Booz, A. and Hamilton(1982), “ New Product Management For The 1980’s.” NY: Booz-Allen and Hamilton, Inc.
2. Brown, R.(1992), “ Managing the ‘S’ Curves of Innovation.”, Journal of Consumer Marketing;9(1):61-72.
3. Calantone, R.J. and Benedetto, C.A.(1987), “ An Integrative Model of the New Product Development Process: An Empirical Validation.” Journal of Product Innovation Management;5(3):201-215.
4. Calantone, R.J., Schmidt, J.B. and Song, X.M.(1996), “ Controllable Factors of New Product Success: A cross-National Comparison.”, Marketing Science;15(4):341-358.
5. Calantone, R.J., Schmidt, J.B. and Benedetto, C.A.(1997), “New product Activities and Performance: The Moderating Role of Environment Hostility.” Journal of Product Innovation Management;14(3):179-189.
6. Cochran, B. and Thompson, G.C.(1964), “ Why New Products Fail.”, Conf. Board Rec.,Nov.:11-18.
7. Cooper, R.G.(1983), “ The Impact of New Product Strategies.” , Industrial Marketing Management, 12(4), pp.243-256.
8. Cooper, R.G. and Kleinschmidt E.J.(1987), “ New Product: What Separates Winners from Loserss.”, Journal of Product Innovation Management;4(3):169-184.
9. Cooper, R.G.(1988), “ Predevelopment Activities Determine New Product Success.”, Industrial Marketing Management;17(3):249-262.
10.Gupta, A.K., Raj, S.P. and Wilemon, D.C.(1985), “R&D and Marketing Managetrsin High-Tech Companies: Are They Different?” IEEE Transaction on Engeering Management, 33(1):24-25.
11.Hunt, S.D. and Morgan, R.M.(1994), “ The Commitment-Trust Theory of Relationship Marketing.”, Journal of Marketing;24:37-43.
12. Karagozoglu, N. and Brown, W.B.(1993), “ Time-Based Management of The New Product Development Process.”, Journal of Product Innovation Management;10:204-215.
13. Kotler, P.(1991), “Marketing Management: Analysis, Planning and Control.”, 5th ed, Englewood Cliffs: Prentice-Hall Inc..
14. Kuczmarski, T.D.(1988), “Success isn’t Always Its Own Reward-Big Bucks Help.” ,Marketing News,22(24), pp.10.
15. Levitt (1965) : Evolutionary processes in competitive markets: beyond the product life cycle.
16. McDonough, E.F.(1993), “ Faster New Product Development: Investigating the Effects of Technology and Characteristic of The Project Leader and Team.”, Journal of Product Innovation Management;10(3):241-250.
17. Rothwell, R.(1974), “ The Hugarian SAPPHO: Some Comments and Comparison.”, Research Policy;3:30-38.
18. Sands, S. and L. M. Warwick (1977). Successful Business Innovation: A Survey of Current Professional View. Californian Management Review, Vol.20, No 2. 5-16.
19. Song, X.M. and Parry, M.E.(1992), “ The R&D-Marketing Interface In Japanese High-Technology Firms.”, Journal of Product Innovation Management;9:91-112.
20.Song, X.M., Thieme, R.J. and Xie, J.H.(1998), " The Impact of Cross-Functional Joint Involvement Across Product Development: An Exploratory Study.", Journal of Product Innovation Management;15:289-303.
21. Teece, David J., (1998),”Capturing Value from Knowledge Assets”,
California Management Review,p73.
22. Yap, C.M. and Souder, W.E.(1994), “ Factors Influencing New Product Success and Failure in Small Entrepreneurial High-Technology Electronics Firms.”, Journal of Product Innovation Management;11:418-432.
3.陳振祥，ODM 策略之理論架構與實證，國立台灣大學研究所碩士論文，1997 年。
6.DCOR Supply Chain Council ( SCC ), John Nyere 2.0
8.平面電視機出貨量預估: Source : IHS iSuppli