Competitive Strategies of OEM Mobile Phone Manufacturers- A Case Study of Arima Communications
| Autor: | David Su, 蘇文哲 |
|---|---|
| Rok vydání: | 2010 |
| Druh dokumentu: | 學位論文 ; thesis |
| Popis: | 98 Most of Taiwan''s OEM/ODM mobile phone manufacturers have by now turned to the development and OEM/ODM production of smart phones. However, major smart phone vendors such as Nokia, Samsung Electronics, LG Electronics, Motorola and Sony Ericsson have their own manufacturing plants and have not outsourced their production operations. In other words, acquiring orders from these major industry players is not likely in the short run. Moreover, given that the annual global demand for mobile phones has exceeded 1.1 billion units, what should OEM/ODM mobile phone manufacturers do? Rush to the development of smart phones, or continue to focus on handsets with innovative high-end features in order to attract more customers? Also, OEM/ODM mobile manufacturers provide services to single customers, and the long-term relationships bring performance with business stability and profit growth; Yet single customers could also mean higher operational risk, particularly under the conditions where customers have adjusted their procurement strategies. In such cases, the operational risk will increase. Therefore, in order to avoid the possible risk of having single customers, OEM/ODM mobile manufacturers must change their business approach to include multiple customers. Under these circumstances, how do they readjust their organizations and operational modes? These are the focus topics of this study. In this study, we conducted a case study of Arima''s product strategy. We focused on the development of mobile phones with high-end features, with emphasis on design differentiation, cost leadership, and focused strategies, which resulted in improved competitiveness and increased orders. When making the transformation from a single-customer operation to multiple-customer company, it is necessary for the OEM /ODM manufacturer to acquire appropriate resource capabilities in order to become successful; Different business units are established for different customers. R&D, sales, procurement, materials and production units are transformed into separate production and marketing units. Only an integrated approach from product development to marketing with sufficient production capacity and confidentiality will be able to earn trust and acceptance from customers. |
| Databáze: | Networked Digital Library of Theses & Dissertations |
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