ABSTRACT

Many contract manufacturers’ successful transition from original equipment manufacturers (OEM), original design manufacturers (ODM) to original brand manufacturers (OBM) is typical for studying latecomers’ business model transitions in emerging Asia. This study uses data from two industrial innovation surveys (2004–2006 and 2007–2010) in 14 cities located in the Greater China region to describe the innovation practices followed in different business models and the transitions. The results show that OEM latecomers undergo organizational changes in the transitions. ODM entrants have to enhance product innovation and market promotion, and OBM entrants must tailor their organizational and marketing practices. This paper concludes that the business model transition is the matter of firms making an effort to retool their innovation mix for realizing a new value proposition in a specific business model. Theoretical and managerial implications are suggested.

摘要

许多合同制造商从原始设备制造商（OEM）、原始设计制造商（ODM）到原始品牌制造商（OBM）的成功转型是研究新兴亚洲后发者商业模式转型的典型。本研究使用来自大中华地区 14 个城市的两项产业创新调查（2004-2006 年和 2007-2010 年）的数据来描述不同商业模式和转型中遵循的创新实践。结果表明，OEM后来者在转型过程中经历了组织变革。ODM 进入者必须加强产品创新和市场推广，而 ODM 进入者必须调整其组织和营销实践。本文的结论是，商业模式转型是企业努力重组其创新组合以在特定商业模式中实现新价值主张的问题。提出了理论和管理意义。