Brand-Building and Partnership between ODMs and Contract Clients

品牌創立及原始設計製造商與契約客戶的合夥關係

10.29963/TOJEB.201012.0001

陳耀東(Yao-Tung Chen)；胡秀華(Hsiu-Hua Hu)

原始設計製造商 ； 高科技產業 ； 創新 ； 策略 ； Original Design Manufacturing ； High-Tech Industry ； Innovation ； Strategies

真理財經學報

23期（2010 / 12 / 01）

1 - 18

英文

本文檢視在什麼情況下高科技產業的原始設計製造商（ODM）會嘗試建立自己的品牌，及探討此委託契約中的購買客戶在面對可能的潛在競爭者會如何反應，是否會終止還是繼續與原始設計製造商的契約關係。本文的分析討論是根據一個延展樹枝賽局模型而來，結果發現：只要原始設計廠商的代工生產對契約客戶而言，與同業比較，有某種程度的附加貢獻，假如原始設計廠商決定建立自己品牌，契約客戶是否會繼續或終止契約關係決定於合作關係的改變是否會影響創立自我品牌成功的機率。另外，本文的分析也發現：存在契約客戶對原始設計製造商威嚇要中斷委託代工之均衡，但是該威嚇是空的威脅。

This paper examines the cases where original design manufacturers attempt to establish their own brands in the high-tech industries and how the contract clients, who outsource production to them, respond to these potential rivals. The analysis is based on a game-tree model and it is shown that with a positive and added contribution in the proxy production by ODMs, should they decide to build their own brands, whether the contract clients will continue or cease outsourcing to them is determined by the influence of the shift in their partnership on the probability of success in building new brands. Another finding is that there is equilibrium where the contract clients may try to bluff ODMs by threatening to cease outsourcing, but that threat is empty.

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