自IBM於1981年對外公開「IBMPC」個 人電腦產品系統規格以來，模組型開放性 產品結構的設計概念廣被世界電子廠商所 採用。隨著此一設計概念的主流化，諸多 主流個人電腦品牌企業開始將產品的大部 分製造設計活動外包給專業電子服務製造 業者／代工設計製造廠商，並且致力於非 製造傾向領域上的商業模式創新。相對於 此，日本企業仍舊維持研發設計與多功能 型工廠的高度整合，深耕具備獨特技術特 徵的產品，創造附加價值。特別是Panasonic 所摸索出的集中策略，在獲利與銷售 成長上成果斐然。本文透過Panasonic 筆記 型電腦產品事業的案例分析，探討模組型 開放性產品結構下「日本型集中策略」的 意涵與成功條件。 研究結果發現，產品系統整合型技術 創新與技術型組織能力是日本型集中策略的兩個重要意涵。首先，產品系統整合型技術創新的意涵在於追求產品整體系統的差異化、緩和模組型開放性產品結構的微利特徵。其次，技術型組織能力的意涵在於三個組織常規之間的相互整合：(1)以品牌系統廠商內部技術資源為誘因的技術共創；(2)深入且即時理解複雜性顧客需求的溝通介面；(3)連結研發設計、生產技術及行銷營業人員的智慧型工廠平台。促進產品系統整合型技術的創新，以及技術型組織能力的不斷進化，兩者必須相輔相成，才能成功推動此一策略。

The modular/open product architecture has been adopted rapidly in the electronics industry since IBM released IBM-PC in 1981. Following the technological trend, most electronics makers have concentrated their resources on nonmanufacturing activities to make innovations of business model while outsourcing manufacturing activities to EMS/ODM makers. In contrast, Japanese makers continue to cultivate differential product techniques deeply with the high integration of R&D departments and factories. Especially, Panasonic’s has made a notable achievement on profit and unit sales by driving focus strategy. The paper explores the success factors and implication of Japanese focus strategy based on the modular/open product architecture. The example of Panasonicmobile personal computer Business will be used to explain how a Japanese maker advances its focus strategy successfully. The results show two important implications for Japanese focus strategy. First is creating integrated technologies of a product system. It means that brand makers will be looking for a way to differentiate product systems so as to control the small profits trend affected by the development of modular/open product architecture. Second is building organizational capability for integrating technological resources. To be concrete, this organizational capability also means interactive integration of three organizational routines: (1) technological co-innovation between brand makers and external modular suppliers promoted by attractive technological resources in brand makers, (2) communication interfaces used to realize customers’ complex needs de-eply and immediately, (3) intelligent factories that promote mobile communications among R&D, production engineers and marketing sales. Therefore, promoting technological innovations of differential product systems and the evolution of organizational capability for integrating technological resources should be to compliment to each other, then will be achieving the Japanese focus strategy successfully.