資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？本研究透過次級資料、廠商訪談、通路觀察，解析中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、持續地佔有新興市場，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」取代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，因應自身資源與能力不足、配合公司策略需求，跨越組織疆界的資源「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.