With the deepening of economic integration and market globalization, "going out" strategy has become an inevitable choice for many domestic enterprises. In this process, OEM operation mode has been adopted by more and more enterprises in China. However, with the development of OEM, the disadvantages brought by OEM are gradually revealed, and one of the problems is how to define the development direction of OEM. At present, both industry and academia have put forward many reasonable suggestions on the development direction of OEM, which are mainly reflected in the idea of upgrading from low-level processing level to independent research and development ability and finally launching brand operation. It can be said that this idea is very beneficial to enterprises in theory, but it does not give the proper answer on how to specifically guide the development of enterprises. Even though some viewpoints, such as OEM should develop in the direction of ODM or OBM, have certain guiding significance for enterprises, there is no clear reference for specific enterprises, such as the choice of OEM operation mode and the operating conditions of OEM upgrade. In view of this situation, this paper focuses on the development process and direction of OEM. Based on the analysis of OEM development in China and Taiwan Province, this paper discusses its characteristics, such as industrial transfer as the background of OEM development, and exchange rate fluctuations directly affect the international operation of OEM. Combined with the strong production capacity of domestic enterprises, the comparative advantage of labor cost, the international manufacturing industry transfer faced by China enterprises and the pressure of RMB exchange rate appreciation, this paper puts forward the dynamic strategy of OEM operation, and emphatically analyzes the influence of the changes of specific internal and external environmental factors of enterprises on OEM. The life cycle perspective is introduced into the development process of OEM. By analyzing the changes of production area, production capacity and cost control, combined with the operation example of domestic Galanz Group OEM, the OEM development of enterprises is divided into stages. In this way, the enterprise can judge the stage of the enterprise according to the characteristics of the OEM life cycle, so as to clarify the development direction of the next stage and take effective measures.

abstract:

With the deepening of economic integration and market globalization, "going out" strategy has become an inevitable choice for both domestic and foreign enterprises. In this process, the operation mode of OEM has been adopted by more and more enterprises in China. However, with the gradual development of OEM, the disadvantages brought by OEM have gradually emerged. One of the problems is how to determine the development direction of OEM. At present, both industry and academia have provided many reasonable suggestions for the development direction of OEM, mainly reflected in the changes in the development orientation of enterprises, which range from primary processing to research and development. D finally to brand operation. Theoretically speaking, this idea is very beneficial to enterprises, but it does not give a specific answer on how to guide the development of enterprises. Even though some viewpoints, such as ODM and OBM, have certain significance to the development direction of enterprises, for enterprises, some enterprises can use OEM, some enterprises need to make better use of their existing OEM systems, and some enterprises should upgrade their outdated OEM systems. There is no very clear reference to the above situation. In view of this situation, this paper takes the development process and direction of OEM as the research direction By analyzing the development of OEM enterprises in Taiwan Province and Japan, we find their commonalities, such as industrial transfer as the background for the development of OEM enterprises, exchange rate fluctuation directly affecting the international operation of OEM enterprises, and considering the huge productivity of domestic enterprises and the comparative advantage of labor force, Chinese enterprises are facing the pressure of industrial transfer and RMB appreciation, while considering the influence of internal and external environmental factors on OEM. I introduce the concept of life cycle into the development process of OEM. By analyzing the changes of three factors: origin, productivity and cost control, combined with the examples of domestic OEM operation of Galanz Group, the OEM development stages of enterprises are classified. In this way, enterprises can judge their own stage according to the life cycle characteristics of OEM, and determine the development direction of the next stage and take effective actions.