| Summary: | 碩士 === 輔仁大學 === 管理學研究所 === 91 === What remains unchanged in E century is “change”, which takes the whole world into an environment with changing rules over night. Given the fact that technology changes fast in competitively transnational industries, a corporate can only survive and build to last by implementing R&D personnel and organization for delivering new products at the right time in order to both comply with changes in customers’ demands and cope with competitors. Since 1980s, Information Technology industry has been the major economic dynamics for Taiwan. And OEM/ODM business which makes Taiwan the 3rd biggest exporter of information hardware products nowadays (Chen，2002, Lee，2000), has been encountering the challenge from CEMs and OEM/ODM providers in other countries. And Michael Porter proposed Taiwan ought to rely on a future with own technology and brand, but OEM (CETRA，2002). According to Handfield et al. (1999), technology has changed fast and product life cycle has become shorter with days in most recent 10 years. Market reorganization results in the focus of “product development process”. Perceiving the essence of releasing new product for satisfying customers’ dreams, Buitoni (1999) emphasized the importance of“dream creator” in the book of “Selling Dreams”. And behind well-selling products there might always be one or a group of key persons, who are regarded as the portrait of entrepreneur and generally called Product Manager (Liao，2000, Wu，1997).
This thesis is an exploratory research based on cases study of OEM/ODM/OBM business model in LAN/WAN industry in Taiwan. Eventually there are findings as below.
1. For closing deals, respectively OEM/ODM/OBM providers highly regards such characteristics as “to create and maintain the relationship with buyer”, “to learn the quality and technology from buyer”, “production capability”(for OEM); “to create and maintain the relationship with buyer”, “R&D capability”, “knowledge & understanding of industry and market”(for ODM); “to create and maintain the relationship with buyer”, “knowledge & understanding of industry and market”, “brand image and marketing capability”(for OEM). These characteristics could be in different levels in terms of such activities as “financial investment”, “assets investment”, “operation system”, “time in response to an inquiry”, “human resource”, “cooperation model”, “personal connections”, “product innovation in connection with own product roadmap”, “scope of core technology”, “time and level & number of people for business trip”, “role in value chain”, “category of product innovation”, “manufacturing facilities”, “manufacturing location”, “resource flexibility in manufacturing”, “cooperation experience”, “unique technology capability”, “time to figure out a sample”, “number of competitor”, “ratio of quality and price”, “secondary information”, “dynamic information”, “resource involvement in line with market trend”, “seniority in the market”, “channel partner”, “market word-of-mouth”.
2. During “Product Innovation Process” OEM/ODM/OBM providers highly regard such stages as “Strategic Planning” and “Manufacturing” for OEM; “Strategic Planning”, “Technology development” and “Manufacturing” for ODM; “Strategic Planning”, “Commercialization” and “Reverse Logistics” for OBM.
3. Being the role of “Liaison”, Product Manager (PM) becomes the information center of a firm and thus demonstrates the function of “Entrepreneur” by evaluating core business and competence in “Strategic Planning” stage for bringing in the concept of “do the right things”. Playing the role of “Leader”, PM is focusing on “do the things right” for “Product Testing” and “Manufacturing” stages in OEM; for “Technology Development”, “Product Testing” and “Manufacturing” stages in ODM; for “Technology Development”, “Product Testing”, “Manufacturing” and “Commercialization” stages in OBM. Furthermore, for closing deals, return of investment, and brand image, PM functions the role of “communicator” in “Strategic Planning” stage for OEM, and “Strategic Planning”, “Commercialization” and “Reverse Logistics” stages for OBM; and the role of “negotiator” in “Strategic Planning” stage for ODM and OBM as well. Last but not least, for all of OEM/ODM/OBM business model, the role of “Resource allocation” which happens in “Reverse Logistics” stage, also accounts for PM’s main job in line with the common issue of global environment protection.
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