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

Exploring Dual Business Model Choice of Brand and OEM Businesses 88 6. Conclusions Adopting a dual business model that embraces own-brand and OEM business at the same time is common among product suppliers, especially in emerging countries, to both explore brand business opportunities and leverage OEM buyers’ resources. While synergy due to complementary resource utilization and learning could render competitive advantages to firms with dual BMs, underlying challenges and tensions are nontrivial and require the adopting firm to subtly maintain balance internally and externally. Based on a longitudinal case-based exploration, our study proposes a capabilities-based framework to determine why and how dual BMs are formulated. Such a decision framework helps product supplier decision makers define business strategy in terms of model selection, organizational boundaries, and competitive positioning. With clear strategic guidance, internal and external conflicts could be reduced and win-win co-opetition achieved. To sum up, our paper charts a path toward a more comprehensive understanding of dual business model choice and thereby facilitates more predictive theoretical development of dual business models.