臺大管理論叢 NTU Management Review VOL.29 NO.1

83 NTU Management Review Vol. 29 No. 1 Apr. 2019 Table 5 Percentage of PC-TV Tuner Revenue and Profit from Own-Brand Business -60% -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Brand revenue % Brand net profit % Year 2001 2002 2003 2004 2005 2006 2007 Brand revenue % 69% 68% 66% 56% 65% 64% 57% Brand net profit % 72% 75% 57% 52% 77% 77% 70% Year 2008 2009 2010 2011 2012 2013 2014 Brand revenue % 51% 42% 25% 16% 15% 17% 35% Brand net profit % 67% 18% 13% -44% 2% -7% 0% The second driver is resource pooling. This is for several reasons. First, as volume increases, cost reduction for all shared components becomes significant and production capacity can be shared by both BMs. Second, larger scales also increase the production yield rate. For example, after the first shipment of OEM camera products in 2013, quality improved from an average first-pass yield rate of 98.89% to 99.25%, with a standard error of 0.0039 to 0.0021. For tuners in 2009, the first-pass yield rate went from 99.24% to 99.60%, and the standard error from 0.0019 to 0.0012. Hence, suppliers’ performance improves and quality fluctuation falls. Third most important is organizational learning. Suppliers reutilize their existing knowledge to fulfill demand for exploitative products. They actually learn less new knowledge from buyers, and what they do learn is mostly related to marketing promotion.