Abstract
Abstract Digital cameras have become very popular consumer electronics products, through its portable audio and video capture features, to provide diversified contents to information networks. The current consumer digital camera brands are mostly dominated by Japanese companies, if evaluate the supply chain and industrial ecology (ecosystem), Japanese companies lead in the key components, technologies and brands. Over the past more than ten years Taiwan digital camera OEM industry reach 40% share of the global market, I believe that the future market share will continue to grow. Over the past 20 years, Taiwan's information products, services and consumer products industries establish huge electronic device OEM industries, but have no the world-class brands; each year suffering from low margins, price reduction pressures and the risk of customer loyalty. Taiwan's main camera makers annual total revenues are about NTD one hundred billion, compared with notebook computers and mobile phone the camera OEM industry was small. However, digital camera OEM's gross margin is around 7~12%, better than notebook computer and mobile phone OEM gross margins (less than 5%). To avoid the fate of electronic OEM industry - price competition and ultra low gross margin, Taiwan OEM makers of digital camera should find a way to increase profit margin, demonstrate the value of Taiwan companies and maintain sustainable enterprises. I read many the relevant papers and articles about the OEM industries, found that most of the contents limited in the industry analyses and descriptions; seldom to touch the real roots of the problem. Of course, some may be limited by lack of industry knowledge and experience, can not do in-depth discussion; some may worry about in their work on information disclosure, inconvenience touched on the relevant industries. This paper using publicly available information to explore how to enhance the digital camera OEM industry competitiveness – base on EMBA learned and own work experience, using「diamond model theory」,「supply chain method」 and 「five forces analysis」to analyse the digital camera industry supply chain and its operating status, to explore how to enhance this industry, including the directions and means. And make the industry key success factors (KSF). Then using 「SWOT」, 「value chain」and「dynamic capabilities theory」to analyse the Taiwan's major digital camera OEM makers, their advantages and disadvantages. Refer to the key success factors of industry, provide the proposals to improve the business operation.