英文摘要 |
We explore how product suppliers effectively choose brand, original equipment manufacturing (OEM), or brand-and-OEM dual business models (BMs) for products in evolving global supply chains. We conduct a longitudinal case study examining an electronics supplier's BM choices for various products. These choices define suppliers' activity boundaries with brand channel resellers and OEM buyers. We determine a conceptual framework of BM choice based on competence and power factors indicated in the organizational boundaries and theories. This framework encompasses focal products' technological and marketing capabilities, representing suppliers' product-specific resources; and products' position in the product life cycle, representing markets' environmental dynamism. Proposed BM types are: dominant brand BMs with significant marketing activities aimed at controlling markets, experimental brand BMs with modest marketing activities aimed at competence enhancement, subcontracted OEM BMs for project-based technological services, and different types of dual BM for expanding market coverage. Each BM also takes into account suppliers' interfirm marketing power over channel resellers and OEM buyers by defining varying amounts of marketing activities for enhancing product efficiency and adaptability. These activities influence resellers and buyers, who then efficiently serve users and therefore maximize product profit. We add insight to the BM literature on how suppliers effectively choose brand and OEM BMs. |