臺灣博碩士論文加值系統

Title: Creating the Double-C Competences in Global Value Chain Governance— Cell phone
Pages：210
University: National Taipei University of Technology
College of Management: Institute of Industrial Engineering and Management
Time: Jan. 2008 Degree: Master
Researcher: Lin, George Hsi Chien Advisor: Dr. Lo, Chi Yuan
Keywords: Strategy, Competence, Customer Value, Global Value Chain,
Corporate Governance, Cell Phone

Electronic industries have altered from Communication-and-Computing (C&C) in 1980s, to Communication-and-Computing-and-Consumer (3C) in 1990s, and to two more of Commercial (the 4th C) and Car (the 5th C) in 2000s. It becomes a 5C-sector world. Due to faster computer, user-friendly software programs, multimedia devices, mobile phones, speedy internet, - etc., fast-changing technologies for innovative features have dramatically kept inventing and upgrading people’s life daily that deserves better customer values. It is a long product development process. How can firms survive in very short product life cycles ranging from zero to about 6 months such as mobile phones? It is a quick turning C world, isn’t it?
What competences and values do firms need developing and creating in this fast changing world? How do firms align the core businesses and manage competences from competency technologies, to product development for core components, to production, and to core products for sales in the global value chain effectively? How do core businesses build competency technologies for core components whose features and prices are competitive in the market with complex environment?
This research applies a theory of ‘the roots of competitiveness’ for development of a new model that includes competency technology and core components as the Double-C competences, product function and competitive price as customer value, core business and logistics system as channel value, and all above factors under global value chain governance. Market demand comes and goes instantly so firms need an efficient logistics system to create channel values to move products much quicker in global value chain. Globalization challenge and personalization demand have driven supply chain more dynamically than ever. Corporate firms in global value chain are built on partnerships. Since this past decade, communication industry driven by the dot-com boom has kept delivering innovations that have significantly empowered the world market growth and also dramatically changed our daily life no matter wherever you go and whenever you are and whatever you do. Lately, Internet, mobile phone, and wireless connections for hand-held devices and notebook computers have been big things in communication industry.
The research uses questionnaire to provide new findings by using item analysis, independent-samples t-test, factor analysis, ANOVA, Canonical correlations, - - etc. to examine competency technologies and core components as the Double-C competences through a network of customer values and channel values for core businesses to create true customer values under sustainable global value-chain governance. The results have shown positive significant levels that prove customer value and channel value as the two main dimensions drive and extend the Double-C competences to bigger business growth and profit gain in global value chain. All approaches together to operational effectiveness become a blue ocean strategy.
Users deserve more customer values but not products alone so firms have to keep learning user experiences as customer values and catching the next wave of technologies to meet new market demanding trends. The capability to create the Double-C competences in global value chain is critical to a successful enterprise. Without core components, you cannot build end products competitively and profitably. Without competency technologies, you cannot provide core components so you are not in the core business in terms of lion’s share in industry’s market profit pool.

Abstract i

Acknowledgement iii

List of Contents iv

List of Tables viii

List of Figures xi

Chapter 1 Introduction of Managing the Double-C Relationships 1

1.1 Research Background and Cause 1

1.1.1 From C&C to 3C to 5C Sectors 1

1.1.2 What are Core Components of 5C? 3

1.1.3 DFC for Innovative Product and Service—Cell phone 6
1.1.4 What Business Wants: Core Components 8

1.2 Research Purpose 10

1.3 Research Scope with an Object of Study 13

1.4 What are the Double-C Competences? 14

1.5 Research Flow 16

Chapter 2 Literaure Review 19

2.1 The Customer Value 19

2.1.1 Antecedents of Customer Value 22

2.1.2 Definitions of Customer Value 23

2.1.3 Customer Value Concept 25

2.1.4 Customer Value Creation 26

2.1.5 Customer Value Analysis 28

2.1.6 Customer Value Funnel as a CVA Tool 39

2.1.7 Processes of Customer Value 41

2.1.8 User-friendly Product Functions 43

2.1.9 Competitive Price 45

2.1.10 Value of Balanced Scorecard 46

2.2 The Channel Value 49

2.2.1 Evaluation and Establishment of Core Business 50

2.2.2 An Efficient Logistics System 51

2.3 The Double-C Competences Embedding Competency Technologies and Core Components as the Roots of Competitiveness 53

2.3.1 Competency Technology 56

2.3.2 Core Component 57

2.4 Global-Value-Chain Governance 63

2.4.1 Core Vision and Brand 64

2.4.2 Market Orientation 74

2.4.3 Cluster as Sustainable Supply Chain Management 75
2.4.4 Managing Relationships through Global Value Chain 79
Chapter 3 Research Methodology 83

3.1 Research Design: Core Competences of Cell-phone Keypads 83

3.2 Resarch Design: Relationships between the Double-C, Customer Value and Channel Value 84

3.3 Research Structure 87

3.4 Research Questions and Hypotheses 90

3.5 Research Scope Related to Statistics 99

3.6 Sample Survey and Sample Size 100

3.7 Establish the Validity of the Questionnaire through a Pilot Survey 101

3.8 Research Concepts and Definition of Variable Operation 103

Chapter 4 Study Findings, Research Discussion 107

4.1 Discussion of Statistics Data 107

4.1.1 Introduction 107

4.1.2 Analysis of Basic Data with General Questions 108

4.1.3 Analysis of Critical Ratios (CR) of Individual Items 112

4.1.4 Factor Analysis 114

4.1.5 Reliability Analysis 119

4.1.6 Validity Analysis 120

4.1.7 Factor Correlation Analysis between Different Factors 121

4.1.8 t-Test and Oneway ANOVA of Hypothesis 126

4.1.9 Canonical Correlation Analysis of Factor Variance 140
4.2 Consequences of Managing the Double-C Competence Relationships 149

4.3 The Need to Recognize Customer/Channel Values 150

4.3.1 How Does Nokia Build Up Its Competences 150

4.3.2 The Co-Value of Customers and Suppliers 153

4.4 The Double-C Competences for Cell-phone Keypads in Global Value Chain Governance 155

4.4.1 Cell-phone Market Focus 155

4.4.2 Main Suppliers for Core Components 157

4.4.3 Supply Chain of Keypad Manufacturing System 159

4.4.4 Cell-phone Keypads’ Core Technologies and Marketing 164

4.4.5 Innovation Team with Various Types of Professionals 170

Chapter 5 Conclusions, Implications and Suggestions 175

5.1 Introduction 175

5.2 Hypothesis Conclusions 176

5.3 Theoretical Implications 182

5.4 Managerial Implications 185

5.5 Limitations 188

5.6 Suggestions for Future Study 189

References 191

Appendix 205

Survey Instrument 205

List of Tables

Table 1-1 Revenues vs. Self-made Core Components in Top Global Electronics Manufacturing System Corporations 9

Table 2-1 Antecedents of Customer Value 22

Table 2-2 Definitions of Customer Value 24

Table 2-3 Evaluate Your Core Business 50

Table 2-4 Seven Steps to a New Core Business 50

Table 2-5 Example of Core Ideology and Envisioned Future 65
Table 3-1 Descriptions of Questions for the Double-C
Competences 89

Table 3-2 Descriptions of Questions for Customer Values 91
Table 3-3 Descriptions of Questions for Channel Values 92
Table 3-4 Descriptions of Questions for Global Value Chain Governance 93

Table 4-1 Statistics of Survey Instrument Response 108

Table 4-2 Statistics of Industries (5C Sectors) in Association with Job Positions 109

Table 4-3 Statistics of Job Functions in Association with Industries 109

Table 4-4 Statistics of Customrer/Supplier Relationships Associated with 5C Sectors 110

Table 4-5 Statistics of Industries in Association with Groups by Regions 111

Table 4-6 Statistics of Job Functions in Association with Groups by Regions 111

Table 4-7 Factor and Item Analysis of Independent Samples t-Test of the Double-C Competences 112

Table 4-8 Factor and Item Analysis of Independent Samples t-Test of Customer Values 113

Table 4-9 Factor and Item Analysis of Independent Samples t-Test of Channel Values 113

Table 4-10 Factor and Item Analysis of Independent Samples t-Test of Global Value Chain Governance 114

Table 4-11 KMO and Bartlett''s Test of the Double-C Competences 115

Table 4-12 Communalities of the Double-C Competences 115
Table 4-13 Rotation Sums of Squared Loadings of the Double-C Competences 116

Table 4-14 Rotated Component Matrix(a) of the Double-C Competences 116

Table 4-15 Communalities of Customer Values 116

Table 4-16 Rotation Sums of Squared Loadings of Customer Values 117

Table 4-17 Rotated Component Matrix(a) of Customer Values 117

Table 4-18 Communalities of Channel Values 118

Table 4-19 Rotation Sums of Squared Loadings of Channel Values 118

Table 4-20 Rotated Component Matrix(a) of Channel Values 118
Table 4-21 Descriptions of Statistics for Global Value Chain Governance 119

Table 4-22 Item-Total Statistics and Factor Correlations of Each Factor Dimensions 120

Table 4-23 Analysis of Factor Correlations between the Double-C Competences and Customer Values 121

Table 4-24 Analysis of Factor Correlations between the Double-C Competences and Channel Values 122

Table 4-25 Analysis of Factor Correlations between the Double-C Competences and Global Value Chain Governance 123

Table 4-26 Analysis of Factor Correlations between Customer Values and Global Value Chain Governance 124

Table 4-27 Analysis of Factor Correlations between Channel Values and Global Value Chain Governance 125

Table 4-28 Comparisons of Factors by Independent-Samples t-Test of Respondents between Taiwan and Foreign 128

Table 4-29 ANOVA Comparisons between Industries and the Double-C Competences 130

Table 4-30 ANOVA Comparisons between Industries and Customer Values 131

Table 4-31 ANOVA Comparisons between Industries and Channel Values 132

Table 4-32 ANOVA Comparisons between Industries and Global Value Chain Governance 133

Table 4-33 ANOVA Comparisons between Job Functions and the Double-C Competences 134

Table 4-34 ANOVA Comparisons between Job Functions and Customer Values 135

Table 4-35 ANOVA Comparisons between Job Functions and Channel Values 136

Table 4-36 ANOVA Comparisons between Job Functions and Global Value Chain Governance 137

Table 4-37 Multiple Comparisons between Factors and Job Functions 139

Table 4-38 Analysis of Factor Variance between Customer Values and the Double-C Competences 142

Table 4-39 Analysis of Factor Variance between Channel Values and the Double-C Competences 143

Table 4-40 Analysis of Factor Variance between Global Value Chain Governance and the Double-C Competences 144

Table 4-41 Analysis of Factor Variance between the Double-C Competences and Global Value Chain Governance 145

Table 4-42 Analysis of Factor Variance between Global Value Chain Governance and Customer Values 146

Table 4-43 Analysis of Factor Variance between Customer Values and Global Value Chain Governance 146

Table 4-44 Analysis of Factor Variance between Global Value Chain Governance and Channel Values 147

Table 4-45 Analysis of Factor Variance between Channel Values and Global Value Chain Governance 148

Table 5-1 Hypothesis Conclusions 181

List of Figures

Figure 1-1 5C Sectors in Electronics Industry 3

Figure 1-2 Core Components as One of the Double-C Competences for 5C Sectors in Electronics Industry 5

Figure 1-3 The Platform of Cell-phones: Convergence of Multi-functions and Personalization Demand 6

Figure 1-4 Value Delivery by Customer Value Creation 10

Figure 1-5 How Does Blue Ocean Strategy Generate Innovation Value as Competences for Your Customer Values? 12
Figure 1-6 Research Flow 16

Figure 1-7 The Double-C Relationships in Association with Customer Value Creation in Global Value Chain 17

Figure 2-1 Factors of Customer Delivered Value 25

Figure 2-2 Customer Value Model 29

Figure 2-3 Competitive Value Matrix 30

Figure 2-4 Mapping the Cell-phone Market 31

Figure 2-5 How Apple Set the Pace with the iPod 32

Figure 2-6 Customer Loyalty Matrix 33

Figure 2-7 Competitor Vulnerability Matrix 34

Figure 2-8 Customer Value Matrix 35

Figure 2-9 Performance-Importance (P-I) Matrix 36

Figure 2-10 Links between Added Value and Received Value 37
Figure 2-11 P-I Matrix Incorporating Vlue Components Model 38

Figure 2-12 The Customer Value Funnel—Developing Value 39

Figure 2-13 Components of Customer Perceived Product Value 42

Figure 2-14 Customer Value Creation by Quality-Business Value System as Competence 44

Figure 2-15 Value of Balanced Scorecard with a Smart Curve 47

Figure 2-16 Competencies: The Roots of Competitiveness 54

Figure 2-17 A Comparison of Corona vs. Tree for the Roots of Competitiveness 55

Figure 2-18 How to Assess Disruptive Technologies 56

Figure 2-19 How Disk-Drive Performance Met Market Needs 57

Figure 2-20 The Double-C Competences in 5C Sectors 58

Figure 2-21 Vikers Map of Competencies 59

Figure 2-22 Southwest Airlines’ Activity System as a Strategy for Competence Build-up 60

Figure 2-23 Relationships of Customer Values with Blue Ocean Strategy and Core Components as well as Core Niches as Competences 61

Figure 2-24 Articulating a Vision as a Core Competence Build-up 65

Figure 2-25 Corporate Culture: a Harmonized Yin-Yang 68

Figure 2-26 Value: How to Win the Heart Share 69

Figure 2-27 Architecture for Intangibles: A Blueprint for How Leaders Build Value 71

Figure 2-28 Brand as a Core Vision in Association with the Double-C Competences in 5C Sectors 72

Figure 2-29 The Context of Relationship Management Model for Transformational Virtual Leadership 78

Figure 2-30 Strategic Partner Congruence Enabled Relationship to Performance 79

Figure 2-31 The Three Perspectives of Customer Value 81

Figure 3-1 Core Competences of Cell-phone Keypads Associated with 5C Sectors 83

Figure 3-2 The Relationships between the Double-C Competences and Customer Value as well as Channel Value in 5C Sectors 85

Figure 3-3 The Research Framework for Creation of the Double-C Competences in Global Value Chain Governance 87

Figure 3-4 Research Map of the Relevant Relationships between Factor Dimensions and Factors for Research Hypothesis 96

Figure 4-1 Related Coefficients between the Double-C Competences and Customer Values 121

Figure 4-2 Related Coefficients between the Double-C Competences and Channel Values 122

Figure 4-3 Related Coefficients between the Double-C Competences and Global Value Chain Governance 123

Figure 4-4 Related Coefficients between Customer Values and Global Value Chain Governance 124

Figure 4-5 Related Coefficients between Channel Values and Global Value Chain Governance 125

Figure 4-6 Path Diagram Analysis of Canonical Correlations between Customer Values and the Double-C Competences 142

Figure 4-7 Path Diagram Analysis of Canonical Correlations between Channel Values and the Double-C Competences 143

Figure 4-8 Path Diagram Analysis of Canonical Correlations between Global Value Chain Governance and the Double-C Competences 144

Figure 4-9 Path Diagram Analysis of Canonical Correlations between the Double-C Competences and Global Value Chain Governance 145

Figure 4-10 Path Diagram Analysis of Canonical Correlations between Global Value Chain Governance and Customer Value 146

Figure 4-11 Path Diagram Analysis of Canonical Correlations between Customer Value and Global Value Chain Governance 147

Figure 4-12 Path Diagram Analysis of Canonical Correlations between Global Value Chain Governance and Channel Value 148

Figure 4-13 Path Diagram Analysis of Canonical Correlations between Channel Value and Global Value Chain Governance 149

Figure 4-14 The Core of All Cores in Global Value Chain 155

Figure 4-15 Cell-phone Market Trend in Communication Industry 157

Figure 4-16 Thin-type of Cell-phone Keypads 157

Figure 4-17 Core Components of Cell-phones in Aura 2 159

Figure 4-18 Core Components’ Main Suppliers in Global Cell-phone Value Chain 159

Figure 4-19 Supply Chain Channel of Cell-phone Keypad Manufacturing as an Example in Association with the Double-C Competences in Global Value Chain 161

Figure 4-20 Analysis of Michael Porter’s Five Forces in Cell-phone Keypad 163

Figure 4-21 Manufacturing Process of Cell-phone Keypads 165

Figure 4-22 Production Process of Cell-phone Keypads 165

Figure 4-23 Competency Technology Roadmap of Cell-phone Keypads 166

Figure 4-24 BCG Matrix of Cell-phone Keypads 169

Figure 4-25 Product Life Cycle on Cell-phone Keypads of Thin PC/PET with LGF/LGR Features by Co-molding Technologies 170

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