优派是那种手头没有资源的企业:生产外包,只重研发与品牌。速与三星、飞利浦正好相反:他们既有上游的面板资源,又做生产。这两种模式的竞争,就是液晶一线的厂商在产品与服务之外的竞争。前者可称为水平整合型,后者可称为垂直模式。优派在显示器领域取得的成绩,可以说明,企业具有竞争力,并不一定需要自己什么都做。对于优派这类水平整合型,做到极致的就是 IT 界的 DELL。他们动作灵活,紧随市场:对于三星这类的厂商,如 NEC,其本身由于掌握上、下游资源,成本的优势更为明显。如果让优派去与三星硬碰硬地拼价钱,估计优派很难抢到好处。优派这类的厂商,只能与资源拥有者拼市场反应的弹性。优派最大的优势,是其脱离了制造的包袱,而取得轻装上阵的可迅速灵活满足市场需求的弹性竞争力。优派老板米家良曾有“喝牛奶不必把牛牵回家”的表述: ViewSonic is the kind of enterprise that does not have the resources on hand: production outsourcing, only R & D and brand. Speed ​​and Samsung, Philips exactly the opposite: they have the upstream panel resources, but also do the production. The competition between these two modes is the competition among the first-line LCD manufacturers outside the products and services. The former can be called horizontal integration, the latter can be called vertical mode. ViewSonic achievements made in the field of monitors, you can show that enterprises are competitive, do not necessarily need to do anything by themselves. For ViewSonic such integrated level, so that the ultimate IT sector is DELL. They are agile and follow the market: For such Samsung, such as NEC, the advantage of cost is more obvious due to its own upper and lower stream resources. If you send ViewSonic to fight hard with Samsung price, it is estimated that ViewSonic is very difficult to grab the benefits. ViewSonic manufacturers such as these, only with the resources to fight the market reaction flexibility. ViewSonic’s biggest advantage is that it deviates from the burden of manufacturing, and made light of the flexibility to quickly and flexibly meet market demand elastic competitiveness. ViewSonic boss Mi Jialiang had “drink milk do not have to pull the bull home” statement: