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中小企业实施OEM战略的弊端及其解决之道——以合俊集团为例


全文字数:10000字左右  原创时间:<=2022年

【内容摘要】

中小企业实施OEM战略的弊端及其解决之道——以合俊集团为例

 

中小企业实施OEM战略的弊端及其解决之道——以合俊集团为例

内 容 摘 要

OEM 是“原厂产品委托生产”的英文缩写,俗称“贴牌生产”或“定牌生产”。即,某个厂商自己开发了某种产品,如果发现有其它的厂商生产产品的成本比自己的生产成本还低,就委托这些厂商代为制造,然后以自己的商标出售这种产品。近三十年,我国制造业的很多中小企业利用OEM这种方式不断发展起来。OEM在为很多企业带来较大利益的同时,其弊端也在金融危机经济环境变化的情况下逐渐显露出来。本文以全球最大的玩具代工商——合俊集团的倒闭为例,分析OEM这一发展战略给企业带来的难以形成核心竞争力、获取利润有限等弊端,并结合其已经具备的优势,就我国的中小企业应如何实施这一战略提出几点建议。
关键词:OEM 合俊集团 中小企业

ABSTRACT

OEM, the abbreviation of “Original Equipment Manufacturing”, refers to a sort of manufacturing strategy, in which the enterprises entrust other enterprises, which have a lower cost in production, to manufacture products while reselling those products under their own brand. During recent three decades, numbers of small and medium-sized enterprises in China have developed and profited a lot through adopting OEM . However, with the change of economic environment, the drawbacks of OEM are gradually exposed. Based on the bankruptcy of the Smart Union Group (holding) Limited, this paper initially analyzes the disadvantages of OEM, such as limited profits to obtain and incapability to form core competitiveness, and then provides some suggestions on how to implement OEM in combination with the advantages of OEM.
KEY WORDS: OEM  the Smart Union Group (holding) Limited  small and medium-sized enterprises

 

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