分割？整合？代工品牌廠商的競爭策略

A Brand-Outsourcing Firm's Competitive Strategy: Integration or Disintegration?

10.30114/CGJHSS.201210.0005

王光正(Kuang-Cheng Andy Wang)

垂直分割 ； 垂直整合 ； 代工 ； Vertical Integration ； Vertical Disintegration ； Outsourcing

長庚人文社會學報

5卷2期（2012 / 10 / 01）

389 - 409

繁體中文

自2000年開始，臺灣的一些知名品牌代工廠商如宏碁電腦、華碩電腦與明碁電腦，開始進行上游代工與下游品牌公司的切割。本文以理論模型討論這個現象，我們的研究得到，品牌代工廠商的此種切割行為為一種緩和下游競爭的允諾策略；對品牌廠商的對手而言，只要品牌廠商採取分割策略，對手廠商的利潤必定上升。當兩商品的替代性越高，下游的品牌廠商數越多，或上游的獨立代工廠商數越少時，品牌廠商越可能採取此種策略性的分割策略。同時，在我們的模擬分析中也發現，這種分割策略只在下游最終財市場為Bertrand價格競爭時才可能發生；當下游為Cournot 數量競爭時並不會發生。

Since the early 2000s, some famous brand-outsourcing firms, such as ASUS, ACER and BENQ, have begun to segment their upstream outsourcing departments and downstream brand departments. We build up a theoretic model to analyze this phenomenon. Our main results are as follows. Firstly, a brand-outsourcing firm's disintegrated strategy is a kind of committed strategy to mitigate competition in the market. Secondly, if a brand-outsourcing firm adopts the disintegrated strategy, its rival's profit will increase. Lastly, the higher substitutive the two firms' commodities or the larger (less) the numbers of the upstream independent outsourcing firms (the downstream brand firms), the more will be the possibility to adopt the disintegrated strategy for a brand-outsourcing firm. In simulation analyses, we also find that the disintegrated strategy will only be adopted as the downstream firms engage in Bertrand competition, but not in Cournot competition.

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