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Dissertations / Theses on the topic 'OIM'
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Torres, Ortega Rosalina. "From market orientation to orientation towards international marjets (OIM) of born global firms: evaluating the impact of OIM on born global firms' performance." Doctoral thesis, Universitat Autònoma de Barcelona, 2016. http://hdl.handle.net/10803/371464.
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No obstante la amplia cantidad de investigaciones dedicadas a la “orientación del mercado”, en las organizaciones empresariales, las referencias de este concepto han sido muy limitadas—específicamente en el contexto de las empresas de rápida internacionalización, como las denominadas Born Globals (BG)— a partir de términos operacionales y de conceptualización. Dicho lo anterior, la presente tesis tiene como objetivo investigar el concepto de orientación al mercado para el tipo específico de las empresas BG. La tesis se enmarca en tres estudios realizados.
En primer lugar, realizamos un estudio exploratorio a través de entrevistas de profundidad con cinco empresas españolas provenientes de múltiples sectores y que, además, tenían actividades internacionales. Los datos fueron analizados con la técnica de Casos Cruzados. Los resultados sugieren que la orientación al mercado debería ser desarrollada dentro del concepto propuesto: orientación hacia los mercados internacionales (OMI) en las empresas BG. Este estudio también proporciona los componentes para la medición de la citada orientación, en este tipo de empresas.
En segundo lugar, al utilizar las muestras de empresas BG, de países nórdicos y de España, hemos evaluado la dimensionalidad de OMI, con la cantidad óptima de ítems para la escala, (con la excepción del constructo de redes); también analizamos la invariabilidad de los constructos a través de la muestra de múltiples países. Los resultados mostraron el soporte para la conceptualización de OMI como un constructo multidimensional compuesto por la orientación a clientes, la orientación a la competencia, la coordinación interfuncional y, por último, la capacidad de innovación y tecnológica. La invariabilidad de la medida fue evaluada con el análisis factorial confirmatorio multigrupo. Los factores mencionados anteriormente tienen una dimensionalidad y estructura factorial similar entre los países.
Finalmente, en el tercer estudio, examinamos cómo el concepto extendido de la orientación al mercado para las empresas BG —que hemos llamado OMI— afecta el rendimiento de la empresa, medido a partir del rendimiento al cliente y el rendimiento financiero, en el contexto de las empresas BG, asimismo si este efecto varía entre los países. Los resultados muestran cómo los componentes de OMI tienen un efecto positivo y significativo en el rendimiento de las empresas BG en ambos contextos (empresas nórdicas y españolas) a través del rendimiento al cliente y financiero.
Con base en los resultados de la investigación, la principal contribución teórica de la tesis es la propuesta de cómo la orientación al mercado debe de ser conceptualizada para las empresas BG. Nuestros hallazgos proveen evidencia de la necesidad de incorporar componentes relacionados al ambiente internacional para este tipo de empresas con el concepto propuesto de OMI. Desde una perspectiva para negocios, esta tesis proporciona una herramienta válida y fiable para medir la orientación hacia los mercados internacionales para estas empresas. Por lo tanto, los gerentes de empresas BG podrían adoptar esta escala para una mejor comprensión de la realidad en los mercados internacionales y para desarrollar una estrategia efectiva que permita atraer y retener a los clientes en los diferentes mercados en el extranjero.Although there is a considerable amount of research on market orientation, research on this concept in the context of born global firms is still lacking a precise definition and full operationalization. This research aims to investigate how the market orientation (MO) concept could be understood for a specific type of firm: the born global firm. The thesis is framed around three studies. First, an exploratory study that was developed by performing qualitative interviews in a sample of five Spanish firms from different sectors which had international activity. The data were analyzed using cross-case analysis. The results suggests that the market orientation concept should be developed into the concept of orientation towards international markets (OIM) for born global firms. It also provides the components for measuring this orientation in this type of firm. Second, using samples of born global firms from the Nordic countries and Spain, we assess the dimensionality of OIM by considering the optimal number of scale items, with the exception of the network construct, and assess the measurement invariance of the construct across the samples. The results support the conceptualization of OIM as a multidimensional construct, using customer orientation, competitor orientation, interfunctional coordination, and innovativeness and technological capability. Measurement invariance was assessed using multi-group confirmatory factor analysis. The factors outlined above have a similar dimensionality and factor structure across countries. Finally the third study, examines how the extended concept of market orientation for born global firms that we have called OIM affects business performance, as measured by customer performance and financial performance, in the context of born global firms, and whether this effect varies between countries. The results show that the OIM components have a positive and significant effect on business performance in born global firms in both contexts (Nordic and Spanish companies) through customer and financial performance. Based on these research findings, the thesis’s main theoretical contribution is the suggestion of how MO should be conceptualized for BG firms. Our findings provide evidence that it is necessary to incorporate components that relate to the international scope of this type of firm, with the concept of OIM. From a business practice perspective, this dissertation suggested that the scale we have developed can provide a reliable and valid analytical tool for assessing the orientation towards international markets of these firms. Thus born global managers may adopt the scale for a better understanding of the reality of foreign markets and to develop effective strategies to attract and retain customers in different markets overseas.
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Brito, Bernardete de. "A OIM. estudo da migração cabo-verdiana em Portugal (Mobilidade e Território)." Master's thesis, Faculdade de Ciências Sociais e Humanas, Universidade Nova de Lisboa, 2012. http://hdl.handle.net/10362/9246.
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Relatório submetido ao Programa de Mestrado em Gestão do Território - Área de Desenvolvimento Regional e Local.As migrações internacionais produzem efeitos regionalmente diferenciados em função das características dos imigrantes e dos territórios onde se fixam. (*). O objectivo deste Relatório é a exposição de duas actividades desenvolvidas no período da componente não lectiva: os 6 meses de estágio curricular na OIM (Organização Internacional para as Migrações) e a realização dum projecto de investigação. Sob a Orientação da Chefe da Missão Marta Bronzin foram desenvolvidas várias actividades de pesquisa e práticas no auxílio dado aos vários projectos da organização. O projecto foi totalmente orientado e executado pela estagiária. O Relatório de Estágio compreende uma introdução, seguida, no capítulo I, duma caracterização sintética da Migração a nível Internacional e Nacional; o segundo e terceiro capítulos desenvolvem uma apresentação da OIM bem como as actividades desenvolvidas pela Organização e as desenvolvidas durante o estágio, respectivamente; no IV explicita-se o projecto realizado sobre a comunidade Cabo-verdiana e finalmente, enunciam-se, no capítulo V as conclusões seguidas de bibliografia e da especificação de vários Anexos.
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Wu, Chun-Hsien. "Microstructure of Flash processed Steel Characterized by Electron Backscatter Diffraction." Thesis, Virginia Tech, 2009. http://hdl.handle.net/10919/36377.
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Flash processing is a new heat treatment process being developed to produce steel with
relatively high strength and ductility. It involves rapidly heating steel sheet or strip to a
temperature in the austenite range and quenching; the entire thermal cycle takes place within
15 seconds. The resulting microstructure is fine and difficult to resolve using standard
metallographic techniques. In this investigation, electron backscatter diffraction was used to
measure the grain size, grain orientations, and phase fractions in AISI 8620 samples flash
processed to a series of different maximum temperatures. The combination of high strength
with moderate ductility obtained by flash processing arises from a refined martensitic
microstructure. The morphology of the microstructure depends upon the maximum
processing temperature; a lower maximum temperature appears to produce a finer prior
austenite grain size and an equiaxed martensite structure whereas a higher maximum
processing temperature yields a more conventional lath martensite morphology.Master of Science
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Pucar, Sanja, and Louise Håkanson. "Försköna bilden eller beskriva verkligheten? : En studie om Impression Management i hållbarhetsredovisningar." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-376531.
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Uppsatsen tar avstamp i de ökade krav om samhällsansvar som ställs på företag. Kravenresulterar i att företagen antingen tar större ansvar eller framställer sig som att de tar störreansvar. Problematiken som uppsatsen adresserar är följaktligen svårigheten i att avgörahur pass hållbara företag egentligen är, om de externa hållbarhetsredovisningarna ärvinklade i syfte att öka läsarens tro att företaget arbetar hållbart. Syftet med uppsatsen äratt undersöka likheter och skillnader i hur företag som anses hållbara respektive ickehållbaraskapar intryck av ett hållbart företagande i sina hållbarhetsredovisningar. Tvåhållbarhetsredovisningar från hållbara företag och två från icke-hållbara företagundersöktes utifrån teorin om impression management. Undersökningen bestod av tvådelar, där den ena innebar en mätning av fyra impression management taktiker och denandra en öppen ansats där fokus låg på att studera visuell information samt löpande text.Undersökningen gav att både de hållbara och de icke-hållbara företag använderimpression management i sina hållbarhetsredovisningar, men att de icke-hållbaraföretagen använder fler och i vissa fall mer aggressiva former.
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Carleton, Stephanie M. "The role of genetic background on the phenotypic severity of the osteogensis imperfecta murine (oim) COLIA2 gene mutation throughout postnatal development." Diss., Columbia, Mo. : University of Missouri-Columbia, 2006. http://hdl.handle.net/10355/4474.
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Thesis (Ph.D.)--University of Missouri-Columbia, 2006.The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on May 1, 2009) Vita. Includes bibliographical references.
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Homer, Eric Richards. "Recovering Grain Boundary Inclination Parameters Through Oblique Double-Sectioning." Diss., CLICK HERE for online access, 2006. http://contentdm.lib.byu.edu/ETD/image/etd1544.pdf.
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Pfeiffer, Brent J. "Role of Proa(2)I collagen chains and collagen crosslinking in thoracic aortic biochemical integrity during aging using the OIM mouse model." Diss., Columbia, Mo. : University of Missouri-Columbia, 2006. http://hdl.handle.net/10355/4397.
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Thesis (Ph. D.)--University of Missouri-Columbia, 2006.Title from title screen of research.pdf file (viewed on December 22, 2006). The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Vita. "May 2006" Includes bibliographical references.
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Vachhani, Shraddha J. "Stored energy maps in deformed metals using spherical nanoindentation." Diss., Georgia Institute of Technology, 2014. http://hdl.handle.net/1853/51813.
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Microstructure changes that occur during the deformation and heat treatments involved in wrought processing of metals are of central importance in achieving the desired properties or performance characteristics in the finished products. However, thorough understanding of the evolution of microstructure during thermo-mechanical processing of metallic materials is largely hampered by lack of methods for characterizing reliably their local (anisotropic) properties at the sub-micron length scales. Recently, remarkable advances in nanoindentation data analysis techniques have been made which now make it possible to obtain quantitative information about the local mechanical properties of constituent individual grains in polycrystalline metallic samples. In this work, a novel approach that combines mechanical property information obtained from spherical nanoindentation with the complementary structure information measured locally at the indentation site, using Electron Backscattered Diffraction (EBSD), is used to systematically investigate the local structure-property relationships in fcc metals. This work is focused on obtaining insights into the changes in local stored energies of polycrystalline metallic samples as a function of their crystal orientation at increasing deformation levels. Furthermore, using the same approach, the evolution of mechanical properties in the grain boundary regions in these samples is studied in order to better understand the role of such interfaces during deformation and recrystallization processes. The findings provide valuable information regarding development of stored energy gradients in polycrystalline materials during macroscopic deformation.
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Allen, Quentin Scott. "Microstructural Evaluation of Hydrogen Embrittlement and Successive Recovery in Advanced High Strength Steel." BYU ScholarsArchive, 2017. https://scholarsarchive.byu.edu/etd/6617.
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Advanced high strength steels (AHSS) have high susceptibility to hydrogen embrittlement, and are often exposed to hydrogen environments in processing. In order to study the embrittlement and recovery of steel, tensile tests were conducted on two different types of AHSS over time after hydrogen charging. Concentration measurements and hydrogen microprinting were carried out at the same time steps to visualize the hydrogen behavior during recovery. The diffusible hydrogen concentration was found to decay exponentially, and equations were found for the two types of steel. Hydrogen concentration decay rates were calculated to be -0.355 /hr in TBF steel, and -0.225 /hr in DP. Hydrogen concentration thresholds for embrittlement were found to be 1.04 mL/100 g for TBF steel, and 0.87 mL/100g for DP steel. TBF steel is predicted to recover from embrittlement within 4.1 hours, compared to 7.2 hours in DP steel. A two-factor method of evaluating recovery from embrittlement, requiring hydrogen concentration threshold and decay rate, is explained for use in predicting recovery after exposure to hydrogen. Anisotropic hydrogen diffusion rates were also observed on the surface of both steels for a short time after charging, as hydrogen left the surface through <001> and <101> grains faster than grains with <111> orientations. This could be explained by differences in surface energies between the different orientations.
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Alvarado, Sánchez Christian Alonso. "Middleware para un sistema de gestión de identidad en Telefónica Chile." Tesis, Universidad de Chile, 2015. http://repositorio.uchile.cl/handle/2250/135134.
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Magíster en Tecnologías de la InformaciónLa administración de cuentas de acceso en los sistemas y recursos TI (Tecnologías de Información) es una actividad compleja y costosa que actualmente preocupan a las grandes empresas. El problema radica principalmente en la coexistencia de múltiples fuentes de registros de usuario, cada uno de estos con diferentes formatos, estándares y objetivos, enfocados a responder a las necesidades de negocio particulares. Por otra parte, la presencia de numerosos sistemas heterogéneos demanda un sobreesfuerzo por parte del equipo de soporte, con lo que no se pudo garantizar que las cuentas de acceso fueran creadas o eliminadas en el momento adecuado. Todo esto, tiene como consecuencia un incremento en los costos de administración, disminuyendo la productividad de los equipo de soporte encargados de esta actividad. La empresa Telefónica se hace cargo de esta realidad, adquiriendo un Sistema de Gestión de Identidad (IDM) de llamado Oracle Identity Manager (OIM). Lamentablemente, al integrar OIM a la compañía, se provocaron problemas de interoperabilidad, dado a que módulos de conexión de esta plataforma fueron ineficientes y poco amigables para manejar las inconsistencias de las fuentes autoritativas de identidad (repositorios de registros de usuario) y en la reutilización de componentes al conectarse con los diferentes recursos TI de la empresa. A razón de esto, la presente tesis de grado, tiene por objetivo construir un Middleware que estandarice y agilice la integración de OIM tanto con los servicios de usuarios como con las aplicaciones de la empresa. Como resultado de este trabajo, se obtiene una aplicación web en donde se presenta información tanto de usuarios como recursos en cuanto a aspectos de seguridad y auditoría. Para esto, también se dispone una Fuente Única Autoritativa de Identidad donde se concentraron todos los registros de usuarios. Finalmente, se provee un medio único de autentificación para todos los sistemas que se integren a esta Plataforma de Gestión de Identidad.
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Maa, Anissa. ""Signer la déportation". Violence, intermédiation et agencéité migrante dans les retours volontaires depuis le Maroc." Doctoral thesis, Universite Libre de Bruxelles, 2020. https://dipot.ulb.ac.be/dspace/bitstream/2013/312532/4/THESEMaa.pdf.
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Le retour volontaire est une pratique d’éloignement qui a la particularité de s’appuyer sur la« volonté » des migrants, ou tout du moins, sur leur participation au processus de retour. Cetteambiguïté ne se révèle analytiquement féconde, qu’à condition de dépasser les schèmesdichotomiques d’appréhension des relations de pouvoir que renferme le retour volontaire. C’està cet effort de conceptualisation que nous invitent les migrants ouest et centre africains quis’engagent, depuis le Maroc, dans une procédure d’ « Aide au Retour Volontaire et à laRéintégration » (AVRR) diligentée par l’Organisation Internationale pour les Migrations(OIM). Selon la formule consacrée par les candidats au retour sur le terrain marocain, s’inscrireà l’OIM revient à « signer la déportation ». À travers cette expression émique, ils et ellesrévèlent dans quelle mesure épreuve de la violence et manifestation de l’agencéité tendent à seconfondre dans l’expérience du retour volontaire.La dialectique du contrôle et de l’agencéité cependant, ne constitue qu’une étape de la réflexionpermettant d’appréhender avec rigueur la participation des migrants à l’éloignement. En effet,l’ethnographie des retours volontaires démontre qu’entre la violence des frontières et la capacitéd’action des migrants, se trouvent des acteurs hétérogènes – humanitaires, caritatifs etassociatifs – qui jouent un rôle intermédiaire dans la mise en retour des migrants. C’est danscet espace médian que se joue la part d’indétermination, non seulement de l’issue, maiségalement des modalités du processus de retour volontaire. L’intermédiation constitue dans cesens un espace relationnel où convergent, se contestent et se déforment l’un l’autre, lesmécanismes d’éloignement et les expressions de l’agencéité migrante.En somme, ni tout à fait réductible à une forme d’expulsion, ni exclusivement synonyme d’uneliberté d’action des migrants, la participation des migrants au retour volontaire se façonne àpartir de trois pôles en tension :la violence, l’intermédiation et l’agencéité migrante.Doctorat en Sciences politiques et sociales
info:eu-repo/semantics/nonPublished
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Andersson, Daniel, and Jesper Sparre. "Svenskt-finskt armésamarbete på taktisk nivå : – Vad finns det för förutsättningar?" Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-42444.
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Försvarssamarbetet mellan Sverige och Finland har accelererat under de senaste åren. Sist ut och kanske även den mest komplicerade delen i detta samarbete är samarbetet mellan de båda ländernas arméer. Markförbandens unika kontext sätter den mänskliga interaktionen i centrum då stora mängder människor, fordon och system skall ledas och samordnas i tid och rum på en begränsad geografisk yta. När denna verksamhet involverar två försvarsmakter uppstår en interaktion som är intressant att studera. Ur ett arméperspektiv belyser studien de förutsättningarna och de faktorer som påverkar det svensk-finska militära samarbetet, med den taktiska nivån som utgångspunkt. Studien baseras på intervjuer med officerare från både svenska och finska försvarsmakten, och tar upp och förklarar både faktorer som förenar och driver samarbetet framåt respektive faktorer som försvårar samarbetet. Slutsatserna i studien förklaras kring en modell som beskriver de faktorer som i störst utsträckning påverkar samarbetet samt hur dessa förhåller sig till sin kontext. Studien visar att det finns olikheter mellan försvarsmakterna som påverkar samarbetet, men också aspekter som stärker det gemensamma arbetet. Sammantaget pekar studien på fem faktorer inom olika områden som har tydlig påverkan på samarbetet. Faktorerna påverkar samarbetet på olika sätt med olika påverkansgrad på olika nivåer i organisationen. Samarbetets drivkraft är starkt knutet till den tydliga politiska viljan. Den svenska och finska ledningskulturen skiljer sig år vilket återspeglas på alla nivåer men är tydligast och får störst påverkan på den lägre nivån. Språket är en skiljande faktor. Lösningen med ett gemensamt arbetsspråk är logisk men studien visar att det innebär utmaningar av större dimension än vid första anblick. Att bygga ett samarbete utan avtalade förpliktelser gör att tillit och förtroende får en betydande roll. För ett samarbete mellan arméstridskrafter är vikten av ett ledningsstödsystem central. Det gemensamma arbetet inom ledningssystemområdet kan skapa dessa förutsättningar. Olikheterna till trots så har Sverige och Finland redan ett väl fungerande samarbete, vilket nutida erfarenheter visar bland annat från våra gemensamma beredskapsförband och internationella insatser. Man har också genom tydlig målsättning och ambition mycket goda förutsättningar att fördjupa samarbetet ytterligare.The defence cooperation between Sweden and Finland has accelerated during the last couple of years. Last into the cooperation, and maybe the most complex part is the cooperation between the two armies. The unique context of land forces puts human interaction in focus when large amounts of people, vehicles and technical systems are to be commanded and coordinated in time and in a limited geographical space. When this type of action involves two defence forces the dynamics that occurs is worth studying. This thesis project studies the conditions and factors that affect the Swedish-Finnish defence cooperation on a tactical level, from an Army perspective. The study explains both the driving and the constricting factors in the cooperation. The research is based on interviews with Swedish and Finnish army officers. Conclusions are drawn supported by a model built on the factors that are most influential on the cooperation and how these factors apply to the context of the cooperation. The thesis shows that there are differences between the two defence forces that affect the cooperation, but it also shows aspects that strengthens the efforts. The factors have different effects and different impact depending on the organisational level in the defence forces. The conclusions points to five strong factors in different areas that influence the cooperation. The main drive has a strong connection to the political will. Swedish and Finnish leadership culture is diversified, this shows and has the greatest impact on lower organisational levels. Language is a dividing factor. It is a logical solution to use a common working language, but this study shows that the common language results in great challenges. Building a cooperation without obligations means that trust and confidence are of substantial importance. In a cooperation between Armies a common command and control system is vital. The collaboration on system development can set the condition for a common command and control system. Even though this study found differences it also found a working cooperation. Proof of this is our bilateral high readiness units and international operations. Through clear and common goals and ambitions there are prerequisites for an even deeper cooperation.
Yhteenveto Ruotsin ja Suomen puolustusyhteistyö on edennyt nopeasti viime vuosina. Viimeinen ja ehkä monimutkaisin osa tätä yhteistyötä on molempien maiden maavoimien välinen yhteistyö. Maavoimien yksikköjen ainutlaatuisuus asettaa keskeiseksi ihmisten vuorovaikutuksen, jossa suuria määriä ihmisiä, ajoneuvoja ja järjestelmiä on johdettava ja koordinoitava aikaan ja paikkaan rajoitetulla maantieteellisellä alueella. Kun tähän toimintaan liittyy kahden maan puolustusvoimaa, muodostuva dynamiikka on pohdinnan arvoinen. Maavoimien näkökulmasta tutkimuksessa tuodaan esiin olosuhteet ja tekijät, jotka vaikuttavat Ruotsin ja Suomen väliseen sotilaalliseen yhteistyöhön, lähtökohtana taktinen taso. Tutkimuksessa tarkastellaan ja selitetään sekä yhteistyötä yhdistäviä ja eteenpäin vieviä tekijöitä että yhteistyön vaikeuttavia tekijöitä. Tutkimus perustuu sekä Ruotsin että Suomen armeijan upseerien haastatteluihin. Tutkimus perustuu johtopäätöksiin mallista joka kuvaa tekijöitä jotka vaikuttavat yhteistyöhön eniten ja miten nämä liittyvät sen kontekstiin. Tutkimus osoittaa, että asevoimien välillä on eroja jotka vaikuttavat yhteistyöhön, mutta myös aspekteja jotka vahvistavat yhteistä työtä. Kaiken kaikkiaan tutkimus osoittaa viisi tekijää eri alueilla, joilla on selvä vaikutus yhteistyöhön. Tekijät vaikuttavat yhteistyöhön eri tavoin ja erilaisilla vaikutustasoilla organisaation eri tasoilla. Yhteistyön liikkeellepaneva voima liittyy kiinteästi selkeään poliittiseen tahtoon. Ruotsin ja Suomen johtamiskulttuuri eroavat, mikä heijastuu kaikilla tasoilla, mutta on selkein ja vaikuttaa enempi alemmalla tasolla. Kieli on erottava tekijä. Yhteinen työkieli on ratkaisuna looginen, mutta tutkimus osoittaa, että se asettaa suurempia haasteita kuin ensi silmäyksellä voisi todeta. Yhteistyön rakentaminen ilman sopimusvelvoitteita tarkoittaa, että luottamuksella on merkittävä rooli. Komentotukijärjestelmän merkitys on keskeinen maavoimien yhteistyölle. Yhteinen työskentely johtamisjärjestelmän alueella voi luoda nämä olosuhteet. Eroista huolimatta Ruotsilla ja Suomella on jo hyvin toimiva yhteistyö, jonka nykypäivän kokemukset osoittavat esimerkiksi yhteisistä valmiusjoukoista ja kansainvälisistä rauhanturvaamis- ja kriisinhallintatehtävistä. Selkeät tavoitteet ja pyrkimykset luovat myös erittäin hyvät edellytykset syventää yhteistyötä entisestään.
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Rivera, Felipe. "Solid Phase Crystallization of Vanadium Dioxide Thin Films and Characterization Through Scanning Electron Microscopy." Diss., CLICK HERE for online access, 2007. http://contentdm.lib.byu.edu/ETD/image/etd2233.pdf.
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Fowler, Rebecca M. "Identification of deformation mechanisms during bi-axial straining of superplastic AA5083 material." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2004. http://handle.dtic.mil/100.2/ADA432796.
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Martin-Mazé, Médéric. "Le gouvernement international des frontières d’Asie centrale." Thesis, Paris, Institut d'études politiques, 2013. http://www.theses.fr/2013IEPP0050.
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Le gouvernement international des frontières d’Asie centrale (Kirghizstan, Tadjikistan, Ouzbékistan, Kazakhstan, Turkménistan) comprend les projets de gestion des frontières conduits par l’OSCE, la Commission européenne, l’ONUDC et l’OIM entre 1992 et 2012. Ils organisent l’import/export d’une expertise alignant les limites étatiques dans cette région sur un double impératif de mobilité et de sécurité. Comment ces savoirs sur la frontière circulent-ils à travers ces dernières ? Les projets passent par trois univers distincts. Ils prennent attache sur les sociétés centrasiatiques aux intersections entre flux et contrôle. Les équipements qu’ils fournissent n’encadrent toutefois les pratiques de vérification que dans une mesure très variable. Ces investissements sont décidés dans des comités de pilotage situés dans un microcosme qu’on appelle le champ d’opérations. Cet espace se configure selon un capital dont le volume décrit l’autonomie des opérateurs, et dont la structure signale leur niveau de spécialisation dans les mondes du développement et de la sécurité. Sa structure sanctionne positivement les acteurs qui accumulent la plus grande quantité de capital social. Les enceintes d’autorisation sont quant à elles encastrées dans un espace transnational gravitant autour de Bruxelles et de Vienne. Tandis que l’Asie centrale est construite comme un enjeu d’intérêt secondaire au sein du champ de l’Eurocratie, les acteurs de la place viennoise lui accordent une importance plus grande. Les élites transnationales les plus subalternes sont incitées à s’établir dans cette zone de relégation, car elles peuvent plus facilement y rétablir leurs positions respectivesThe international government of Central Asian Borders (Kyrgyzstan, Tajikistan, Uzbekistan, Kazakhstan, Turkmenistan) refers to projects in the field of border management that have been implemented by the OSCE, the European Commission, the UNODC and IOM between 1992 and 2012. These activities import and export a type of expertise aimed at bringing state boundaries in line with an imperative of mobility and security. But how does this border knowledge circulate across borders in the first place? During their life cycle, projects go through three different social universes. Firstly, they connect with Central Asian societies where control and flows intersect. They provide some equipment which only frames checks and controls to some extent. The steering committees deciding over these investments are embedded in a particular social universe that we call the field of operation. This second space is configured according to a capital whose volume corresponds to the level of autonomy that each implementing agency holds, and whose structure refers to their specialization in development and/or security. The practical logic of this field positively sanctions the accumulation of social capital by individual brokers. The authorization-giving arenas, finally, are situated in a transnational space polarized around Brussels and Vienna. Whilst Central Asia is constructed as a place of secondary interest within the field of Eurocracy, actors working from Vienna perceive this region as a more important issue. Subaltern transnational elites tend establish themselves in such unattractive areas because they gain leeway where they can re-establish themselves as important players from there
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Chen, Weihong. "Signal Processing to Overcome Random Vibration Interference in an Oil Debris Monitor (ODM) Sensor." Thesis, Université d'Ottawa / University of Ottawa, 2012. http://hdl.handle.net/10393/20568.
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Online Oil Debris Monitors (ODM) provide a direct, effective and reliable approach to machinery condition monitoring. ODM can be used to monitor the condition of complex machines, such as airplane engines, electric generators, wind turbines, or other machines with oil circulation systems. The principle of the sensor is to detect the quantity and the size of metal particles in the flowing oil. The current available ODM sensors suffer from sensitivity to vibrations, as their electromagnetic response is largely affected by interfering vibrations. This thesis presents a novel structure and algorithms to separate and eliminate the vibration interference. In the new structure, a dual channel system is designed as opposed to previous single channel systems. Three signal processing algorithms have been developed and tested using experimental data from a prototype. They have shown to be effective, as detailed in the thesis.
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Conn, John Edward Kalu Peter N. "An OIM study of some superplastic aluminum alloys." 2004. http://etd.lib.fsu.edu/theses/available/etd-07092004-122436.
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Thesis (M.S.)--Florida State University, 2004.Advisor: Dr. Peter N. Kalu, Florida State University, College of Engineering, Dept. of Mechanical Engineering. Title and description from dissertation home page (viewed Sept. 24, 2004). Includes bibliographical references.
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Lin, Yu-shan, and 林郁珊. "The study of the martensitic transformation in the austenite phase of the Fe-Mn-Al alloys via orientation imaging microscopy (OIM and ASTAR)." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/98384416329185233665.
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碩士國立臺灣科技大學
機械工程系
102
Fe-Mn-Al alloys which are lower desity and lower cost of the material than the traditional Ni-Cr steel system belong to austenite steels system. Thus Fe-Mn-Al alloys have gained much attention as cheap substitutes for some of the conventional Fe-Ni-Cr stainless steels to become commercial stainless steels with the low density. However, to make it become commercial stainless steel requires building the data base such as phase transformation of steel alloys data. Due to this facts, we mainly discuss phase transformation of three different components of Fe-Mn-Al alloys after quenching process from 1195℃ to 1100℃ in this study. We use orientation imaging microscopy (OIM) and transmission electron microscope (TEM) equipped with ASTAR software to identify the phases and phase transformations between these three alloys. According to the former reaserch, the alloy A which is content with Fe-16.7Mn-3.42Al (wt %) is the single austenite phase at 1100℃. After quenching, the austenite phase will transform into BCC martensite and the rest will become retained austenite. We comfirm the results by TEM-ASTAR rapidly analyzing. In addition, the former reaserch group considered alloy B which are content with Fe-15.9Mn-4.2Al (wt %) are ferrite and austenite phase on 1100℃. After quenching, they found out there were BCC twins in the dual phases. But the result of annealing twins consisting in the ferrite was not correct. In this study, we use TEM-ASTAR to analysis alloy B and we conclude that alloy B are ferrite and austenite phases from 1195℃ to 1100℃. Furthermore, we find out there are BCC martensite and retained austenite existing in alloy B after quenching. So we conclude that the former research group think the BCC annealing twins within the alloy B is wrong. Actually, there are BCC martensite and retained austenite in the alloy B rather than BCC annealing twin. The alloy C which is content with Fe-27.6Mn-5.3Al-0.11C (wt %) is composed of ferrite and austenite phase from 1195℃ to 1100℃ by the OIM analysis. We conclude that there are ferrite and austenite phases within alloy C. However, there are no ausrenite grain transformed into BCC martensite in quenched alloy C to be found. So the pahse transformation is diffrerent from the carbon steels.
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Chang, Yen-Ching, and 張晏精. "OBM vs. OEM/ODM: A Case Study of BenQ Corporation." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/79708978680850348705.
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碩士國立清華大學
科技管理研究所
96
The high-tech industries of Taiwan have been well-known for their OEM/ODM capabilities, but they are in a difficult situation that the gross margin continues its downward trend due to severe industrial rivalry and intense pressure of OEM/ODM customers. According to the “Smiling Curve” theory proposed by Stan Shih, the founder of Acer Corporation, both enhancing R&D capabilities and establishing self-owned brand are effective to make a breakthrough and earn higher profits. BenQ has been thriving since 1984; in order to be a global brand, it acquired the mobile handset business of Siemens AG in 2005; it restructured itself since the third quarter of 2006, from the initial emphasis on both OBM and OEM/ODM businesses, the so-called “Two-Leg Walking” strategy, to the strategic priority of OEM/ODM businesses over OBM ones. Besides, its name was changed to “Qisda” while “BenQ” was one of its subsidiaries that’s responsible for the OBM ones. Based on time series analysis, the method of case study research is adopted to review the process of BenQ’s dividing its OBM and OEM/ODM businesses, and look for its motives and consequent outcomes as well.
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Lin, Robert, and 林奇洲. "The choice of D-Link between OBM or OEM/ODM?" Thesis, 2005. http://ndltd.ncl.edu.tw/handle/38251408710533221335.
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碩士國立清華大學
高階主管經營管理碩士在職專班
93
This paper analyzes the No.1 Networking manufacturer in Taiwan - D-Link Corporation. D-Link was founded in 1986, from 1986 to 2003, D-Link went through four important stages (1). Focus on developing D-Link OBM (Ordnance Bench Mark) business with few non-brand businesses, (2). Focus on D-Link OBM business, at the same time, leveraging the capabilities and expertise of ODM/OEM clients to assist D-Link in improving the Product Development and Management System, and Quality Control System on production, (3). When ODM/OEM opportunities was booming since 1995, D-Link started changing its core mindset and system in order to gain more growth from ODM/OEM business, and utilized the Dual-Axis strategy to catch both OBM business and ODM/OEM business, (4). D-Link modified the Dual-Axis strategy to adopt more and more challenges from internal and external environment. Finally, conflicts were likely to break out between the OMB and ODM/OEM: ODM/OEM clients had serious concern because OBM was doing better and better, so this serious concern caused ODM/OEM department had bottleneck to gain more growth, and the Strategic Outsourcing Partners had serious concern as well because D-Link ODM/OEM department had strong R&D capability to take over their business, so this situation would damage D-Link OBM at the same time. Furthermore, employees had critical problems because there were mindset and process conflict between OBM and ODM/ODM process and nature. It became to a dilemma to D-Link for keeping both OBM and ODM/OEM under one organization. Feb. 2003, top management team had to take action to deal with this crisis from external and internal right away. OMB or ODM/OEM? Create new sustainable strategy rather than the Dual-Axis Strategy? This paper adopts case study methodology to analyze the evolution of D-Link Corporation and the dilemma that was happened to the company in the end, and have some analyses and conclusions.
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曹蘋文. "The Marketing Activities of the OEM/ODM and OBM Companies in Taiwan." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/77218418952889949580.
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Lin, Eric YT, and 林育澤. "Industrial firms' transformation process from OEM/ODM to OBM: mobile handset industry." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/92772156661425875546.
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碩士國立政治大學
國際經營管理英語碩士學位學程(IMBA)
99
The case study (Industrial firms' Transformation process from OEM/ODM to OBM: Mobile Handset Industry ) provides an analysis of Taiwan OBM/ODM industrial environment, and their activities taken to the open market as well as even brand market, taking HTC Corp, Compalcomm Communications Inc., as examples. The objective of this study is to analyze the reason for HTC to minimize their OEM/ODM business, adopt brand strategy, and how HTC transformed from OEM/ODM to own brand, and implements their brand strategy. Also listing the points HTC succeeds, and discuss if these points are suitable for other mobile OEM/ODM vendors such as Compalcomm. In this study, it’s discussing the OEM/OEM and OBM business model, mobile phone industry, smartphone industry, and current major smartphone operating system. This study is also intruding HTC and CCI Company and their products as well as service. In the HTC success factors, it’s detailing how HTC was focus on the human centered user experience and fashion industry design thus appearing consumers to buy, also discussing how HTC is doing while competing with Apple iPhone. Some financial index are also compared during this study, and providing reference for those who would like to understand more about HTC and CCI which had similar revenue in 2005 but 20 times different now.
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Hsin-HuiChiu and 邱欣慧. "The Transition strategy from OEM/ODM to OBM for Medical Device Company." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/jr4tcv.
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Kao, Yu, and 高瑀. "A successful case which Transformed into OBM From OEM and ODM—Franz." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/04980737446567076565.
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碩士國立臺灣科技大學
企業管理系
96
The manufacturing industries in Taiwan have been threatened by the lower labor costs of China since the mid 1990s. Even though the electronic device manufacturers have survived by using their technical advantage, they still have troubles in making their average profits elevate. Nevertheless, Mr. Chen successfully led Seagull Décor Conglomerate to establish the self-owned brand Franz and effectively create well-renowned brand image around the world within ten years. In fact, the cultural creative industry has had a steady growth trend in employment and sales volume recently. But most of these companies are small-scaled and mainly focus on local market. However, Franz has excellent production techniques and R&D capabilities. In addition, the marketing strategy and brand positioning of Franz are also well-planned. As a result, their products have won many prizes in international artistic exhibition events. Furthermore, the distributions of Franz have been expanded quickly as well. Therefore, there are definitely numbers of key advantages and strategies in Franz which are worthy of referring by other corporations in cultural creative industry. Firstly, industry analysis is shown in this research. Secondly, the past developments and performance of Franz are also presented in the same chapter. Then marketing and strategic analyses are put forth and come out with the key success factors of Franz in the end.
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Yang, Chih-i., and 楊之儀. "On Service Innovation of Electronic Industry：The Dynamic Adaption of OEM/ODM And OBM." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/39692322814605735293.
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碩士國立臺灣科技大學
企業管理系
101
The information technology era of the Taiwan Economy started in 1980 and becomes mature in nowadays. It implies that the competition is fierce more than ever. Consequently, "innovation" flourishes as the panacea for business that tries to differentiate from rivals. Peter Drucker mottoes "Innovate or die." The TSMC chairman Morris Chang echoes with "TSMC is the service sector rather than manufacturing." When the market slows down, creativity becomes the hope for growth. In this study, we used case study to investigate when or not the OBM can be the resort for firm to gain market share and profits in the light of OEM / ODM? Furthermore, the dynamics and adaptation via service innovation during the transition is investigated for managerial insights. The case study shows that the pursuit of profits via OBM is not a sound strategy. Firms may be encouraged to adopt the OBM strategy because of the low profit margin of OEM/ODM, which is advised by the “smiling curve.” Nevertheless, the present study showed that the OBM strategy could easily compete out the profits for the buyers are not loyal to their suppliers in the electronic industry. As a result, the studied firms turn back to his OEM/ODM business. The key is the new services that the firm has introduced via the new customer interface, new service concept, new service delivery and technology. These service conducts add new values to their customers through dynamic adaption. Firm learns to get along with two types of customers through OBM and OEM/ODM. Values are enhanced by co-creation with customers as a result the profitability increases.
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Hsu, I. Hsien, and 徐伊嫻. "Industrial firms' Transformation process from OEM/ODM to OBM: The perspective of dynamic capability." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/92184215145916874362.
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碩士國立政治大學
科技管理研究所
98
Taiwanese industrial firms in the early days played roles as facilitating manufacturers of OEM brands. As the manufacturers continued to accumulate their ability by enhancing the added-value they can provide to customers, they transferred from Original Equipment Manufacturing (OEM) to Original Design Manufacturing (ODM). However, Taiwan has lost its low cost advantage to emerging markets recently. Also, brand owners edged contract manufacturers’ gross margin lower to maintain their profitability when the industry got matured. Hence, the concept of industrial upgrading began to receive attention, including the transformation from OEM to own brand which is the most concerned topic of government and academia. In the past, most researches related to brand management focus on strategic level such as brand development strategy and key success factors, relation between brand and performance, or marketing channel construction which is one of the key success factors to develop own brand. Only small number of study investigates the practical transformation process of industrial firms from OEM/ODM to OBM. Thus, this study majorly focuses on the dynamic constructing process of marketing capability of industrial firms which have transformed from OEM/ODM to OBM successfully and aims to investigate following questions: 1. What are the motivations of industrial firms which decided to transform from OEM/ODM to OBM? 2. How did these firms develop new capability to adapt environment during their transformation process from OEM/ODM to OBM? The preliminary research findings include: 1.The motivations of firms which have transformed from OEM/ODM to OBM are sustainable operation and to get rid of OEM dilemma. The purpose behind is to increase added-value of business. Meanwhile, the firm take transformation into consideration when the OEM/ODM business still operates stably. 2.During transformation process from OEM/ODM to OBM, the way firms develop new ability is affected by their past pathes and operating strategies. They advance organization capability through internal traning and organizational procedures design. 3.During transformation process from OEM/ODM to OBM, firms emphasize on cultivating “capability of developing new product”, and assign R&D team to take charge of developing critical technology related to future products to maintain their competitive advantage in product and technology. 4.During transformation process from OEM/ODM to OBM and among activities related to international operations, firms adopt a "regional division of labor and joint development" approach when developing new products, to increase target consumers’ acceptance to new products. 5.Industrial irms can transform from OEM/ODM to OBM in many ways. Through merge and acquisition, firms can get brands and channels quickly. It is a key to merge and acquisition successfully if the purpose of the firm’s acquisition is clear. 6.During transformation process from OEM/ODM to OBM, firms’ global headquarters play a role of supervision and management, such as coordinating and integrating resources, also performing assessment; as for acquired brand or channels, local teams are fully authorized to operate in their own decisions.
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鐘文亮. "Analysis of Marketing Strategies of OBM Business for Companies Involved in OEM and ODM." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/45895263077549491072.
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碩士國立彰化師範大學
會計學系企業高階管理
98
Most factories in Taiwan mainly carry OEM business by developing countries but impact of low wages, lack of competitiveness in the international market gradually, and in view of its own brand in the market with high added value, have wants to seek the Road . OEM service vendors as managing their own brands and OEM customers to overcome the one hand, between the business conflict, the other is the transformation into a brand-oriented business management and how marketing strategy is an important issue facing us, the face of global competition and trade barriers to protect, for many years was located in the foundry industry in China in terms of the role, M & A market brands and international marketing channels, not only can quickly escape OEM model, to obtain international funding, personnel , technology and market, are also effective in reducing the risk of overseas operations, enhance the degree of internationalization of enterprises, achieve sustainable growth of benefits, also create a new model of international marketing revenue. This study, through case studies analyze Asia's largest tap manufacturer, Chen lin Enterprise Co., Ltd. This study with the began study of related literature, books, periodicals, etc., and designed semi-structured questionnaire interviews. Finally, analyses of interview data were summarized. The important findings gained from the information are summarized as follows: First, competitiveness should involve the overall industry value chain. Second, market segmentation and differentiated marketing strategy can be applied to self-own-brand products. Third, brand acquisitions may contain the potential obstacles of integration and convergence. Fourth, the local-based marketing team should be employed to achieve maximum outcome according to local conditions. Fifth, the establishment of headquarters for business operations and the annual strategic planning meeting system are essential. Sixth, R & D, innovation, service are the key to success.
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Li, Hsiu-Chuan, and 李秀娟. "A Study on the Operation Model of IT enterprise transforms OEM/ODM into OBM." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/37669422627624516928.
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碩士國立臺灣科技大學
管理學院MBA
98
In the past, the primary business model of Taiwanese notebook (laptop) industry is OEM/ODM. But because of the industrial division of labor and capability of global logistics that are follow the trend of global competition. The enterprises in each industry start thinking the business model and operation strategy they should take in the future. On the other hand, the Taiwanese OEM/ODM enterprises transfer their plants into China and South-East Asia that cause the margin and profit of production is decreasing gradually. If the enterprises want to keep their competitiveness, they need to correct their operation strategy to improve industrial competitiveness and sustainable. This study will explore the OEM/ODM enterprise how to adjust organizational structure and operation strategy, when it faces the intense challenge of global competition and change of industrial environment. Finally, its operation strategy is transforming from OEM/ODM into OBM. This study also uses the analysis of competitive strategy and SWOT to analyze the competitive advantages of case company. And we expect this study can provide a reference to the other OEM/ODM companies when they think about OBM and improve enterprises’ global competition. Finally, this study finds four conclusions as follow: (1) The operation strategy and motivation of case company when it wants to develop OBM. (2) The channel, marketing strategy and product strategy should be changed when enterprise transforms into OBM. (3) In the initial development of OBM should focus on niche market. (4) The capability of product development and manufacture are the necessary terms when enterprise transforms into OBM.
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Tzou, Lawrence L. C., and 鄒龍群. "The Research of the Relationship among the Characteristic of OEM/ODM/OBM Provider, Product Innovation Process, and Product Manager —A Case Study of OEM/ODM/OBM Business Model in LAN/WAN Industry in Taiwan." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/01989722212955408205.
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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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Kuo, Po-I., and 郭柏毅. "The choosing of OEM/ODM or OBM – The Case ofDomestic STB(Set-Top-Box) manufacturers." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/09683675362584186612.
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碩士中國文化大學
國際企業管理研究所
94
OEM/ODM help domestic corporation develop drastically in Tai-wan .However , with the affect of world trend more and more corporations take OBM as a new management strategy . Both of the different management strategies produce successful business in the market today . The characteristic and manage-ment principals decide which strategy the company is adapting . The research base on both of the analyses of the personal of the CEO’s of 5 domestic STB manufac-turers and the in-depth interviews. Result shows that management strategy and the CEO’s personality have a sig-nificant affect on the choosing of OEM/ODM or OBM .
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林子正. "A STUDY ON MARKETING CHANNEL BUILDING PROCESS OF OEM/ODM COMPANIES IN TRANSFORMATION TO OBM." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/32644936232979147568.
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碩士國立政治大學
科技管理研究所
94
The electronic industry first developed in Taiwan in 1980s by OEM operation. But with the strong challenge from China and the pressure of price competition, the risk of OEM/ODM business model is growing higher and higher nowadays. Given this industry condition, academic and industrial filed are paying more attention to those issues about transformation from OEM/ODM to OBM. Nevertheless, “Building Marketing Channel”, which is one critical factor in the transformation process, is neglected among others. Therefore, this research focuses on the practical building process of marketing channel, not only aims to trigger the following studies on this issue, but also like to find some insights into the marketing channel building process and help the industry to succeed in the transformation from OEM/ODM to OBM. Compare to other studies that more focus on the “Channel Strategy” or channel itself, this research focuses on an issue that rarely be touched by researchers. For that reason, this research is more an “Exploratory Research” essentially. This research adopts “Case-Study Method”, looks into the marketing channel building process by interviewing with personnel of case company and reading second-hand materials about the case company, then derives findings and conclusions by analysis the building process with the framework of “Dynamic Capability” and “Organizational Learning” Findings of this research could be divided into three major subjects, following list each of the three subjects and the implication of it. 1. Features of marketing channel building process of OEM/ODM companies in transformation to OBM Marketing channel building process of OEM/ODM companies in transformation to OBM should be initiated by designing the marketing related function and organization structure 2. Marketing channel building process and “Organizational Learning” Companies in transformation to OBM should engage in “Double-loop Learning” to enhance the result of marketing channel building process 3. Marketing channel building process and “Dynamic Capability” Companies in transformation to OBM should improve capabilities of “Process” and “Position” categories to enhance the result of marketing channel building process For industry practice, this research suggests that companies should endeavor to obtain necessary knowledge, create as many sources of learning as possible, and also design an effective organizational learning system in the marketing channel building process. In the other hand, companies should also improve their dynamic capabilities with the new knowledge in the whole process, especially in “Process” and “Position” categories. For academic field, since the major limit of this research is the lack of inferential reliability with single-case method, this research suggest following researchers to conduct further research on this topic with multi-case or quantitative method and verify the findings and conclusions of this research.
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Wu, Chia-Ning, and 吳家寧. "Research on Software Companies’ Transformation from OEM/ODM to OBM: A Case Study of CyberLink Corp." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/11392469237485132363.
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碩士國立臺灣大學
國際企業管理組
99
As we forecast a stabilizing global economy, consistent growth in the IT sector points to significant momentum in the software industry. The “InterBrand Top Taiwan Global Brands 2010” report lists Trend Micro and CyberLink Corp. as two leading Taiwan-based software companies that have achieved international brand recognition and delivered impressive worldwide growth. This report spotlights the increasing importance of the global software industry and how the global IT industry will lead economic recovery into the next decade. Leveraging key competitive advantages and implementing effective marketing strategies are two critical success factors in building a brand. This research into CyberLink Corp. core competencies, key success factors, competitive advantages, and marketing and channel strategies exemplifies current brand-building strategies in this new age of digital platforms and social media responsible for generating brand loyalty and brand valuation. Leading technology has been identified as the major catalyst of CyberLink’s global success, where strength in OEM bundling and internet marketing have been leveraged to build brand recognition with limited resources. By investigating how CyberLink has successfully transformed its business model from original equipment and design manufacturer to original brand manufacturer, this case study outlines significant findings related to attested best practices in brand building for technology-based software firms versus those branding and marketing theories applied by firms in related sectors. It is expected this research will be a good reference for Taiwanese technology-based software companies exploring a global branding strategy.
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Weng, Hsueh-Chi, and 翁雪綺. "Resources and Capabilities Construction Through OEM/ODM-A Case Study of Taiwanese Bicycle OBM Manufacturer “Giant”." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/9e8wy5.
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碩士東海大學
工業工程與經營資訊學系
102
Taiwan’s bicycle industry has an important position in the international market. One well-known bicycle OBM manufacturer-Giant, whether it business type is OEM/ODM or OBM, has good performance and becomes one of the world's leading bicycle manufacturers. The theories of manufacturer upgrades refers to the manufacturer want to upgrade will follow the upgrades path proposed by Hobday(1995)- OEM→ODM→OBM. But after the Giant has its own brand, it still maintains the OEM/ODM business type. It means the OBM is not the end of upgrade of manufacturer. The manufacturer can use the parallel business type-OEM/ODM and OBM- to maintain the sustainable competitive advantage and learn the resources and capabilities through OEM/ODM. In the resource-based theory and dynamic capabilities theory, emphasizing the relationship between resources and capabilities. If the enterprise wants to adapt the changes in the external environment, it must be through the leverage, create, access, release and through the managerial resource cognition to change the resource base, and constantly update their resources and capabilities, so enterprise can maintain a sustainable competitive advantage. The study through interviews and analyzed and summarized the empirical of results. The study found Giant was positive to access the manufacturing capabilities, marketing capabilities, research and development capabilities in its OEM/ODM period. In OEM/ODM and OBM parallel period, Giant also update and modify these three capabilities. Due to the improve and adjust its resource base, Giant plays an important role in the international market.
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Hsu, An-Tung, and 許安彤. "An Application of GA-SVM for Exploring Key Success Factors of OEM/ODM Firms Toward OBM." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/76xh46.
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碩士國立彰化師範大學
企業管理學系行銷與流通管理碩士班
105
In recent years, the issues of OEM/ODM firmsin transformation to OBM have been valued. Numerous scholars have done a lot of research on it, whereas most of research used qualitative research methods instead of quantitative research methods. Furthermore, the key success factors of transformation are still inconclusive. The research subjects are selected from the best 20 Taiwan global brands in 2013 to 2015 published by Industrial Development Bureau, Ministry of Economic Affairs.This study adopted 15 OBM firms that are listed in Taiwan Stock Exchange and at over-the-counter market. OEM and ODM firms are chosen from TEJ (Taiwan Economic Journal) as match firms to OBM. Recently, data mining techniques have evolved into quantitative research method which is more common used. Consequently, the purpose of this study is to filter the key success factors for the transformation from OEM/ODM to OBM by using GA-SVM in order to provide Taiwan firms the reference of transformation. The variables in this study are adopted from TEJ. The most influential key success factors are Unrealized Profit on Intercompany Sales, Operating Expense Ratio and Fixed Assets Turnover.
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Cho, Yung-Chin, and 卓永進. "OEM/ODM/OBM模式在台灣工業電腦的適用性." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/93345983447600235858.
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Chiang, Ren-Jie, and 蔣人傑. "Studying the Negotiation of OEM/ODM ─ The Case of One Company’s Tablet of OEM/ODM." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/74667677569593935665.
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碩士國立中興大學
高階經理人碩士在職專班
104
Abstract Having been long time, using international negotiation has become a main method to solve controversial affairs of business between enterprises, so enterprises should primarily consider international enviorment and structure while they negotiate with each other. Because international enviorment and structure are different from the others before in twenty-first century, every enterprise must rethink them which would at least include 1.coexistence with competition and cooperation, 2.asymmetry and plurism of power, as well as 3.incompleteness of information and trust, in oreder to solve conflict of interest between enterprises. The research objectives of this study include 1.understanding key facters of competition and cooperation between enterprises, 2.understanding the difference and correlation beween negotiation and coordination, and 3.construcing a negotiation model for multinational enterprises, then comparing with these research objectives, we would introduce main research questions. In order to explain the outcome of negotiation between enterprises, this paper introduce the research framework which include power, information, time, best alternative to a negotiated agreement (BATNA), and the third party solution. In fact, the two-level game of international negotiation, i.e. international structure, win-sets of domestic politics, and cognition of negotiation agent, which could be contrasted to power, information, and time variables. The negotiaton case is about OEM/ODM between multinational enterprise A and B. Through the analysis, we find enterprise A and B suit with a non-asymmetry structure for power dimention; both are in insufficient at information dimention; enterprise B is better than enterprise A at time dimention; enterprise B could catch a BATNA easier than enterprise A; as well as enterprise A and B could find the third party solution. Futhemore, we could get 3 inspirations for Taiwan enterprises and get findings and contributions which are 1.constructing a comprehensive negotiation model between multinational enterprises, 2.re-examining the win facters about OEM/ODM negotiation in multinational enterprises, 3.understanding the difference and correlation beween negotiation and coordination process. Keywords: multinational enterprises, negotiationl, OEM/ODM, power, BATNA
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LAI, YA-HSIANG, and 賴雅香. "The Process of OEM/ODM to OBM for Traditional Industry-A Case Study of Plumbing Hardware Manufacturing Industry." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/7tdrgn.
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碩士逢甲大學
經營管理碩士在職學位學程
106
In the past more than half a century, most of the role of Taiwanese manufacturers in the international division of labor was to rely on OEM production as their main business form, and to use sufficient labor to supply the product manufacturing and assembly commissioning services required in the international market. However, the biggest drawback of OEM production is that the order source is not stable. The profit of product marketing and design stage cannot be controlled. Therefore, some OEM manufacturers gradually transform from OEM to ODM with the accumulation of product experience and investment in new product development activities (Own Designing & Manufacturing). , Design, Production, and Production are some of the business practices. Some manufacturers have also tried to establish their own brands (OBM, Own Branding & Manufacturing) to directly operate the market. In this paper, three company managers who have been established for more than thirty years are interviewed for the individual cases. Through in-depth interviews, they learn about the risks, dilemmas, and variability that the industry realizes during the OEM/ODM to OBM process.
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Hsu, Yu Ling, and 徐玉玲. "Business Model from ODM to OBM." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/75541253291350905719.
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碩士國立中央大學
工業管理研究所碩士在職專班
99
Taiwan''s electronics companies have mainly been based on OEM and ODM business models. Their high quality, efficiency, and flexibility are favored by major brand carriers in the world. However, these business models usually led to price competition, control cost for sub-contract to ODM manufacturers, and yearly gross profit decreases. Thus, the OEM and ODM companies are facing the pressure of making the jump from ODM to OBM. However, making the jump from OEM to OBM is not as simple as proclaiming a strategy. It requires a substantial commitment of time and resources to establish channel relationships and share-of-mind in target markets. The study is provided a clear view of the different business model of ODM and OBM, and the critical changes and action plans of the internal operational management which including strategy and organization, core processes, functional competency and information technology. The purpose of this study is to reduce the cost of the shifting process from ODM to OBM.
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Chen, Wen-chin, and 陳文欽. "Analysis of Industrial firms' Transformation Process from OEM/ODM to OBM - A Case Study of A Server Department." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/14604736121222463598.
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碩士國立臺灣科技大學
資訊管理系
102
"Cloud", this is the hottest new industries, needs to know what is behind the cloud is it? The answer is that this hardware host server. Server vendors also will think the prospects are good. Taiwan's future depends on how you take this information relevant industry trends, technological innovation has opened another page in the legend. This article discussed the case company from OEM / ODM to OBM products now have. Experienced middle west China's multinational operations, organizational change and international OEM business issues and the separation of the company's events. Therefore, from the case depth is available, how to break the siege from these events, and let OBM product can become an international first-class brand, in respect of quality management, technical and human resources, and so on to analyze discussed. Technology intervene after human life has been closely linked with it, inseparable, enjoying the convenience brought by technology, they start to have increased its technological expectations, hopes to purchase products and services with a high degree of quality, Therefore, the quality is also one of the important themes of modern business management, an overview perspective, cost, productivity and quality of the three corporate profitability for all contributors. On today's highly competitive environment, the customer may not be because the company's "high-productivity" or "low cost" and decided to buy its product offerings, customers care more about the "quality" issue. Quality determines the competitiveness of an enterprise, also is the most important factor in whether a successful long-term business operations. Taiwan's computer industry has always been known for is good quality OEM manufacturing, but because of competition in the industry and OEM customer pressure, there are more low gross dilemma. The company also has its own brand, in the past more than you want to take into account two major markets its own brand and OEM, but we all know that it is difficult to have both fish and bear's paw, causing both sides met last bottleneck. Therefore, most companies are using the brand and OEM segmentation strategy to adjust the organization. Case Company is one of Taiwan's computer manufacturers, such as Acer and BenQ original business patterns change in order to do the same, the original Acer do both OEM and brand, in 2001 when the foundry business and brand separation,the company is also the case in 2008 and the brand foundry business separation, the case company to do business only brand; wherein when a server product from OEM manufacturers to develop its own brand servers for the original OEM international companies to help customers who are equity spawns affected. Cases began to understand while doing OEM and own brand does have considerable problems and conflicts, and a direct response on the profit. After the separation, its own brand management is becoming an important business direction of the company. So I hope this will be the case study company motherboard products from OEM to own brand of success stories, if you can learn to use in the case of server products. With SWOT method, Porter's five forces analysis model, Resource-based theory, Value chain analysis, Ambidexterity Strategy and Leadership Challenge to explore issues related to OEM to own brand What competitive advantages, and hope through this case study is available to businesses From OEM to own brand development strategy, a direction of thinking.
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陳廷彥. "A research of business model (OEM/ODM/OBM) in Taiwan electronic industry - Cases for notebook and mobile phone industries." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/43665478816074444104.
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碩士國立政治大學
管理碩士學程(AMBA)
97
Taiwan electronic industry started from OEM and some of the companies are very successful in worldwide. The industrial environment has changed and is more competitive and the margin of OEM is getting less during these years.Most of the companies are aiming to become more competitive by improving their R&D technique and build own brand awareness. This study is based on Notebook and Mobile phone industries to analyze the differences of management in these two fields, and I have chosen two representative companies for each field. Through the research we can conclude there are several factors to affect the enterprise strategy. The findings are as follows: OEM companies should: 1.Integrate industrial chain and enlarge economic scale to decrease the production cost. 2.Strengthen and develop the R&D ability and increase various product lines. 3.Improve own technologies and unique designs to be more competitive. OBM companies should: 1.The products can lead the trend and meet the request of end consumers. 2.Create pioneer technology and catch the market trend. 3.Create innovative business model and good management of the channels. All enterprises should find their own advantages and KSF to build their core competency to extend the business life.
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Lu, Kun-Chuan, and 呂坤泉. "Research on the OEM/ODM and OBM Business Models of Taiwanese Firms – An Empirical Research of Taiwanese LCD Enterprise." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/88826216183577986881.
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碩士國立臺灣大學
企業管理碩士專班
96
LCD products are currently widely used in electronic goods manufacturing, including notebooks, LCD monitors and LCD TVs. A shift from OEM manufacturing for regional brands to global brands, such as IBM, HP, Dell, SONY, Toshiba and JVC, has made Taiwan become a large-scale and experienced manufacturer by world standards. However, declining OEM profits are leading to increased importance of the creation of recognized own brands by Taiwanese corporations. Generally speaking, Taiwanese corporations tend to promote OBM business using profits gained from OEM business. Once their own brand gets stronger, their OEM clients feel threatened. Thus, it is difficult for Taiwanese corporations to operate both OEM and OBM business at the same time. Creating their own brand is not an easy task for Taiwanese corporations, let alone creating a well-known, global brand. Nevertheless, some do. Proview, for example, boasts a successful operation model in the strategic management of both OEM and OBM business. Proview was able to achieve this because it owned core technological competencies and organized an integration of all the relevant resources that are beneficial in increasing economic scale and improving performance. The main purpose of this research is to analyze the strategy of Taiwanese corporations in light of the conflict between OEM and OBM business, and to sum up the key factors determining whether or not to separate an OEM or OBM unit from a corporation. Literature review and a case study of Proview and other Taiwanese manufacturers has led to conclusions and suggestions, provided here to be a reference for different business models.
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Yeh, Yi-Ken, and 葉怡懇. "The Decision of OEM/ODM Companies in Transformation to OBM and Self-Owned Brand Management:A Case of Clothing Industry." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/kz827r.
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碩士東吳大學
企業管理學系
96
In 1970’s , OEM/ODM industry in Taiwan has begun to transform its style and extent its activities to downstream. Additionally, it is not only responsible for OEM, but also integrates the process of product design to become ODM. However, in order to make enterprises promoting additional value and to have initiative aggressiveness in the market, the enterprise must have their self-owned brand. This would prevent them being fluctuated due to external operating environment, and it would enable the enterprise more sustainable. Several years ago, many OEM/ODM factories try to build their self-owned brand. Today, there have been many successful cases of building self-owned brand. Many of the ten international brands in Taiwan in 2007 were started from OEM/ODM to OBM. Thus, it could be known that the OEM/ODM factories indeed have the opportunity to successfully establish their self-owned brand. There are many researches about how OEM/ODM industry setting up their self-owned brand, but the majority of researches focus on information industry. Therefore, this research attempt to discuss how clothing industry make decision to build its self-owned brand and how to manage it. This research provides recommendations for OEM/ODM factories who want to construct their self-owned brand. It uses the research method of case study. Tainan Enterprises and Makalot Industrial Company are selected objectives in this study. Industrial structure, the industrial life cycle, core competencies and strategy intent are chosen frameworks of the research, mainly to discuss the fundamentals of decision making of the two objectives setting up their self-owned brand. Finally, this research probes into self-owned brand management of two cases from brand positioning, marketing channel and OEM/ODM v.s OBM. From the case study, this research discovers that although industrial structure and the industrial life cycle of external environment factor can affect the establishment self-owned brand being successful or not, but can still improve the success rate of brands by choosing the niche market positioning. The brand development also can be smooth when product of brand correlate strongly with core competencies and enterprise has strategy intent. The two cases in this study have identical brand management: first, they both choose niche market. Secondly, most brands of theirs sell products through physical channel, only one brand use both physical channel and virtual channel. Finally, they manage OEM/ODM and brand through cutting apart clearly with brand and OEM/ODM. They both utilize steady profit-making source of OEM/ODM, and support the development of the brand.
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Guo, Zongfu, and 郭宗富. "A Study for the Relationships of OBM, ODM, and OEM Business Models: An example of A SME in Medical equipment." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/21208773026537624725.
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碩士國立中正大學
高階主管管理碩士在職專班
101
OEM manufacturer core competitive ability is in the product manufactureproductivity, not in product marketing ability. OBMIndustrieshave to understand their own capability to adapt in market. Taiwan’s OEM manufacturers still have opportunity tosurvive under worldwide brands and transformation from the ODM/OEM toOBM.It has to collect resources from transition and enhance capability of OBM. OBM and OEM/ODM business model are two different business models. Companies running on OEM/ODM model want to shift to another business modelwould confront many complex challenges during the Business Model transformation. This study seeks to explore the anticipated future trends in business model in light ofthe changing business environment. Therefore, this research is using the term of case study. We workwith and successful OBM Medical industry and starts from presenting the insight of how OEM/ODMfocusedcompanies developed own branding. The analysis was made through the fivecompetitive forces and SWOT as well as strategies develop in different stageand adopt to grab itself strength incompetition in industry. Through the case study is intend to provide some comments as a reference for thewhole medical equipment industry and manufacturers. 1. This research believes product innovation and distinguished strategy are best way to against competitor in this rapid develop medical equipment industry. 2. Automation to keep and maintain product quality and break away from new competitor. 3. Suggesting seek assistance from government organization regarding knowledge for key accessories of production. 4. Establish new logistics and agency for new brand in the market by merge and franchise strategy. 5. Establish long term funding by listing of a company or merge other companies. 6. Do not invest into the new market hastily before realize the whole environment.
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Chen, Yen-chi, and 陳彥岐. "A Study on Business Strategy of Small and Mediun Enterprise in Taiwan for the Transformation of OEM/ODM to OBM." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/8684mz.
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碩士國立臺灣科技大學
工業管理系
95
Taiwan's traditional manufacturer used to be specialized on OEM/ODM (Original Equipment Manufacturing/ Original Design Manufacturing) business model，the major business driven force are low cost and high flexibility to response the customer demand.As a result of the new international division of labor and rapidly changing industrial structure that the process of economic globalization has brought about, most OEM/ODM-focused companies are reassessing their business strategy and business model. OEM manufacturer core competitive ability is in the product manufacture productivity, not in product marketing ability. Even though, the OEM stage manufacturer in marketing ability insufficiency, gradually increased the customer oriented activities and slowly accumulated resources from the process to enhance the brand management ability.Taiwan’s OEM manufacturers still have opportunity to survive under worldwide brands and tramsormation from the ODM/OEM to OBM.Creating own brand must keep distinctive design, then can get the distinctive image from market. OBM and OEM/ODM business model are two different business models. Companies running on OEM/ODM model want to shift to another business model would confront many complex challenges during the Business Model transformation.This study seeks to explore the anticipated future trends in business model in light of the changing business environment, mainly focuses on the OEM/ODM companies’ business mode with transformation to OBM at new products development.We work with the successful case and study to find out their management benefits after the companies execute the transformation and upgrade with achievement. This research starts from presenting the insight of how OEM/ODM-focused companies developed own branding. The analysis was made through the five competitive forces and SWOT as well as strategies it adopted to grab itself strength in competition in industry, also analyze what is differentiation and compare company’s operations weakness and strengths and strategy development in different stage, through the case study hope to provide some comment as a reference for the OEM/ODM manufacturer who is target to be the OBM.
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Mei-Ling, Wang, and 王美玲. "OBM or OEM? Case of A Company." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/50237251924797623497.
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碩士逢甲大學
經營管理碩士在職專班
104
The global machine tool consumption reached to USD 75.3 billion in 2014, Taiwan is the 4th place in the rank of exporting countries of machine tool. Taiwanese machine tool manufacturers invest in self-brands which now are already competitive in the market and have a very stable development in technology and production. These technologies are continuing to be improved and obtain with the smile curve with the brand and the technical. For maximum of factory benefit and profit, Taiwanese manufacturers emphasize on mass production and learning for new technologies, so the machine price is normally based on volume. However, international companies stress on the performance and use a two-pronged strategy by cost and profits. Hence the vital operational consideration for Taiwanese factories is to make a choice between self-brand and OEM, to cooperate with each other for what they require, to enhance the operation income and to upgrade the technologies. This thesis is an investigation on “A company” by interviews to research the key factors and advantages of A company for OEM cooperation and to analyze by HIROSE evaluation and OEM SWOT. We hope to understand A company with their successful worldwide self-brand and provide some recommendations for the necessity of additional OEM business strategy to create the maximum profit and long-term competitive advantage for A company.
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Wu, Hsueh Ju, and 吳雪如. "Developing OBM and ODM Simultaneous Business Model." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/27201763479017667992.
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碩士國立臺灣科技大學
管理研究所
101
As a result of low margins, many OEMs (original equipment manufacturers) tend to develop their own brands strategies in order to increase their competitiveness. In this thesis, the case company, PTC, is an own-brand company in Taiwan for years. In 2009, the company earned an unexpected opportunity to serve as an OEM for an international giant, GSC. PTC has confronted with several challenges such as business model transformation, resources allocation and core competency re-configuration. This case describes how PTC develops an OBM and ODM simultaneous business model. Issues can be discussed in this case including the conflicts between OBM and ODM business models, the core competency development, the resource allocation strategy and the design and development of ambidextrous organization.
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Lin, Hsin-Pei, and 林欣霈. "A Study on the International Marketing Channels Acquisition for the Firm’s OEM/ODM-OBM Transition: A Case Study of BenQ-Siemens." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/58259164347489937913.
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碩士東海大學
企業管理學系碩士班
95
Most of OEM/ODM firms face fierce competition nowadays. The gross profits of those OEM/ODM firms continuously decrease. Thus, many firms are interested in transforming into OBM business model for the higher profit margin. Even though Taiwanese firms have done an exceptionally great job on OEM/ODM, they are still lack of the ability of brand management and channel marketing. Hence, there are many limitations on resources, and the companies will go through a series of complex transforming process. This research will, case by case, focus deeply on Taiwanese OEM/ODM firms’ building their own brands, obstacles ahead, and ways of getting the marketing channels or resources needed, and, at the same time, takes BenQ-Siemens as an example. Research results discover that excellent manufacture and R&D capabilities are prerequisites in transformation from OEM/ODM to OBM business model. The challenges during business model transformation are the conflicts in the market between firm’s own brand and ODM customers that have to overcome. And build different management that get competitive advantages. No matter what use any method to obtain marketing channels that should draw up different industries. Therefore, OBM must control channels’ advantages, and through the transformation of the types of operation and procedure improve the efficiency of channels and cost. Each country structure of different industries is not the same, so the firms’ OEM/ODM transform base on different channels’ structure that adjust channel strategy. And is devoted to accumulating own ability. In other words, it can begin to accumulate abundant market ability and train high-speed responses that building own brand products’ marketing channels.
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Li, Chen-Yu, and 李振宇. "A Difference Analysis on OBM and OEM/ODM Performance by Application of Data Envelopment Analysis - The Cases of Acer and Asus." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/wme5qp.
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碩士國立宜蘭大學
應用經濟與管理學系經營管理碩士班
102
Taiwan industry relies on the development of OEM/ODM, but OEM/ODM firms facing tiny profit make the transition pressure in recent years. By building its own brand to overcome this situation has become a decision of many strategy selections. Whether building its own brand can change OEM/ODM weaknesses is not only a matter of concern to business but also researchers seeking answers. This study investigates firms of organizational change from OEM/ODM to OBM by Data Envelopment Analysis (DEA) . In this study, Acer and Asus are study samples. The main reason to select Acer and Asus is that the two companies coexist model for OBM and OEM/ODM business before 2000. In 2000 Acer started to separate its own brand from coexistent model , and Asus also separate its own brand in 2008.Three control groups are " coexistence period"、"Asus Coexistence period, Acer OBM period"、" OBM period". This study is based on the three control groups to investigate whether the OBM/OEM/ODM business model is important factor to affect business performance by DEA Window Analysis .Due to business performance including operating and profit performance，the study adopts two-stage DEA to observe building of performance for operations or financial performance which is better. The empirical results show that operating performance is significant positive relationship, and profit performance is no significant positive relationship. Firms should comprehend their operations and profit performance before they invest in building its own brand.
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I-Ling, Lee, and 李逸寧. "The co-opetition relationship between OBM and OEM." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/34928637782482216915.
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碩士東海大學
管理碩士學程在職進修專班
94
ABSTRACT In recent years, OEM is the important drive for industry developing in the world. Depending on high quality HVM ability, Taiwan’s manufacturing companies become the first priority choice for many international companies to cooperate while doing OEM. However, the industrial environment changed recently, Taiwan’s manufacturing companies lost the competitive advantage in OEM. In order to face this new challenge, besides continue to OEM for international companies, some manufacturing companies in Taiwan try to create their own brand-OBM. By doing so, unavoidably these companies have competition with those international companies which they do OEM for. Finding these questions how those companies keep co-opetition relationship? In this moment, what roles do Taiwan’s manufacturing companies play? What is their co-opetition relationship life cycle? This article presents some propositions, and exams them by case study. To hope to provide some suggestions for those companies which are in different stages of co-opetition relationship makes strategies. In this research, finding the co-opetition relationship is good for both parties and also explains why co-opetition occurs and in what areas they cooperate and compete. They can co-operate with in production, R & D and quality control. But they may compete in market、brand and resources. In different co-opetition life cycle stages, Taiwan’s manufacturing companies play different role in it and they keep different relationship with those companies which they OEM for. Simultaneously, developing the factors affects the stability of co-opetition. The results show the higher organization ability and leader’s ambition, the co-opetition relationship is easy to eliminate between companies. Therefore, if Taiwan’s manufacturing companies have both OBM and OEM can well use the resources from international brand companies, and develop the benefits between two parties. Then it’s a good way to promote their competition advantages and creates win-win situation
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Chang, Chin-Hung, and 張錦弘. "Study of Notebook OEM/ODM IndustryTrends and Strategies." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/47035568691539507654.
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碩士國立中興大學
高階經理人碩士在職專班
102
The Notebook ODM/OEM industry competition is pretty fierce. Although the gross margin rate is in low single digits for current five Taiwan Notebook ODM/OEMs--Quanta，Compal, Wistron, Pegatron and Inventec, their striving for orders never stopped. Meanwhile, the tablet also impacts the notebook development,especially in terms of the shipping volume. So it’s a critical topic about how the Taiwan Notebook ODMs to adjust production strategy to face the market change and accept the market change more smoothly. This study is about using Delphi method to study Notebook development trend and search for the strategy to face the market change. This study invites 6 experts including 2 professors,1 Vice General Manager,1 General director,1 advanced Purchaser and 1 Vice General Manager once in famous band factory to attend two questionnaire survey and provide the suggestion for the present study. The first questionnaire survey shows below points. 1）, the Notebook develops slowly and some consumers begin to use tablet. 2）, the table will also develop slowly. It seems that there is no other things to attract consumers expect the tablet continuing advanced hardware equipment. 3）, Notebook cannot be completely replaced by tablet, especially in function, some of which are not overlapped between Notebook computer and tablet. 4）, The wearable products will not jump forward until the wearable products are more mature and get more clear market positioning. 5）, It is not recommended that the Notebook ODM/OEM to develop their own brand. According to experts standing in different step, the answer is diverse, but essential direction is same,so I integrate their answers and list all their points of view to develop second questionnaire to get further results. We get below points from the second questionnaire. 1）, the tablet price and input method will impact the Notebook computer development a lot in future. 2）, the Notebook price and appearance( how to be thinner and lighter） and the continuity of the power will be important factors for Notebook computer development in future. 3）, Apart from the hardware development, the software development is also a significant strategy for Notebook development. 4）, In addition to the fashion sense, record and collect physical data are also the development trend for wearable products. 5）, Wearable products can be the extension of Smartphone and Tablet will be more convenient. This study will provide Notebook possible development trend as the conclusion and also provide the strategy for its development in future.