㈾源與能力薄弱的小型後進廠商，為何能超越先進廠商搶佔新興市場？本 研究透過次級㈾料、廠商訪談、通路觀察，解析㆗國山寨機廠商的策略創新， 並延伸Christensen顛覆式創新的理論架構，作為新興國家後進廠商發展創新策 略的思考架構。本研究發現：山寨模式能迅速、持續㆞佔㈲新興市場，關鍵在於快速試驗、 精簡多餘、彈性整合的創新模式。首先，透過「快速試驗」取㈹主觀猜想的市 場預測，在模糊、動態的新興市場精準掌握消費需求。其次，透過降低材料、 採購、檢測、稅賦、管理、通路、促銷等成本的「精簡多餘」，提供高價格性 能比的產品。再者，因應㉂身㈾源與能力不足、配合公司策略需求，跨越組織 疆界的㈾源「整合」與「靈活」組織設計以因應環境變化。

To answer the question of how small late entrants with weak capabilities and scarce resources overtake leading firms in emerging markets, this study investigates Chinese Shanzhai mobile phone players through secondary data, firm interviews, and channel observation. The results of this study not only help extend Christensen’s theory of disruptive innovation but allow us to reveal the secrets behind the success of late entrants and provide other aspiring emerging-market new entrants with a framework for devising winning innovation strategies. This study identifies three key success factors to the rapid and steady rise of Shanzhai players, i.e. launching quick market tests, reducing everything unnecessary, and integrating resources flexibly. First of all, instead of relying on market forecasts subjectively conjectured by firm executives, these players ensured accurate capture of consumer needs of an extremely fluid emerging market through quick test-and-learns. Secondly, these players successfully improved the price-performance ratios of their products by reducing the unnecessary to save costs on all fronts, e.g. materials, sourcing, product certification, taxation, management, distribution, and marketing. Thirdly, given their lack of resources and capabilities, these players reached out beyond their firm boundaries to integrate resources flexibly in order to achieve the firm’s strategic goals. In other words, testing, reduction, and integration are the key competences that define Shanzhai players’ ability to adapt to the constantly changing environment of emerging markets.

透過長期山寨機產業群聚觀察，我們認為快速試驗、精簡多餘、靈活整合的山寨創新原則應有助於廠商及政府於擬定發展策略、產業政策時之考量。 一、新興市場後進廠商之策略思考 資源與能力相對薄弱的後進廠商除了利用產業成熟階段主流技術典範確立、知識普及、人才充沛等環境，透過逆向工程、人才流動等手段之外，更可利用專業分工產業體系、零件商掌握智財權等機會，「靈活整合」各段價值活動最具效率、獨特價值之廠商，跨越技術障礙。 為了適應動態、模糊的新興市場，後進廠商須善用既有產業基礎建設，透過新合作網絡，合力創造多樣化產品，進而透過「快速試驗」，精準掌握新市場空間、發掘新價值主張。 面對邊陲市場消費者限制，及經營初期資源匱乏。後進廠商須「精簡多餘」，做到產品設計與事業模式的穠纖合度。並在創新事業模式成功後，建構進入障礙。 二、已開發國家先進廠商之策略思考 對於常易被成功經驗、既有客戶綁架的先進廠商而言，「靈活整合」意味著以更開放心態來面對產業網絡的經營。「市場試驗」意味改以半固定流程，授權一線員工，彈性推出試驗性質產品，快速反應新興市場需求。「精簡多餘」則提醒了技術領先、規模經濟並非唯一競爭力來源。發揮各類小小創意於各經營環節，亦將頗有助益。 三、政府部門之政策思考 在技術發展超越消費者需求的情況下，事業模式創新日益重要。一味地追求先進科技、規模經濟，可能在多變的產業環境中，增加經營風險。引進外資、以市場換技術、抓大放小等傳統政策思維，恐不如塑造充滿可能性的創新環境。 為了協助廠商能「靈活整合」，政府單位選擇廠商的評估標準，應不再是先進技術、企業規模，而應是技術的多樣性與產業體系的完整性。為了幫助廠商進行「快速試驗」，一個先進應用、消費挑剔的試驗市場，以及相關基礎建設，將不可或缺。要提醒廠商「精簡多餘」，精準掌握消費者需求，獎勵對象將應從生產導向型轉為行銷導向型企業，獎勵手段則應從長期融資轉為新興應用的誘導。