| Summary: | 碩士 === 國立臺灣大學 === 國際企業學研究所 === 92 === It''s well known that three leading notebook ODM firms in Taiwan, Quanta, Compal, and Inventec, demonstrate different characteristics in the customer structure since they started. With diminishing margins in the ODM business, these firms also present distinctly different business growth models. Inventec, maintaining the single customer before, pioneers to diversify instead of vertical integrating. In the contrast, Quanta and Compal aggressively conduct vertical integration to grasp as many parts as possible in value chain. These firms all originate from KINPO, but they run totally different strategies. Such heterogeneity within an industry motivates this research to conduct a case study on these key players (Quanta, Compal, Inventec, Dell, and Compaq) to discuss the determinants of different supply structures and a potential linkage between the supply structure established by subcontractors and the subcontractors’ business growth models.
First of all we analyze the difference between up-stream and down-stream firms in the value chain of the notebook industry and how they influence on these ODM firms. Then we try to analyze these ODM firms’ positions in vertical integration and diversification to explore their strategic intention for growth. Our inferences are further supported by historical navigation on the development of international buyer-supplier relationships in this industry.
Through this case analysis, we find first, the differences of customer structure may affect subcontractors’ business growth decision. Second, contractors and subcontractors are interdependent, and subcontractors may launch new products to satisfy contractors’ needs. Third, subcontractors’ diversification is subject to exisiting resources and market opportunities, and the whole process is highly path-dependent.
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