ANOVA and Interaction Effects Analysis

This assignment involves analyzing the results of an ANOVA test with interaction effects. The data focuses on 'how long have you stay in Taiwan’s high tech industry' and 'what department do you work in'. Students need to interpret various statistical measures like Pillai's Trace, Wilks' Lambda, Hotelling's Trace, and Roy's Largest Root to understand the significance of the interaction between these variables.

DISSERTATION CHAPTER – RESULTS

To ensue business competitiveness and sustainability, it is crucial to make strategies in
line with delivering value to its customers, while considering the rivals strategies. Supply Chain
and Value Chain Management are two major areas of manufacturing industries, through which
competitive advantages can be attained. Taiwan’s high-tech industry is playing a crucial role in
economic growth however, Original Design Manufacturers (ODM) and Original Brand
Manufacturers (OBM) are playing crucial role in the industry. ODM companies are those who
support to design the products for their customers, but do not have their own brand for selling.
On the other hand, Original Brand Manufactures (OBM) design, produce and sell products by
their own with their brand name. These manufactures designs creative strategies to deliver long
term competitive and to facilitate business sustainability. Taiwan’s ODM companies always
focus on creating new technology on decreasing the cost to strength their competiveness and
keep companies business sustainability, on the flip side of a coin, Original Brand Manufactures
(OBM) focus on extra value added as their strategy to sustain their business. Nonetheless, Value
Chain Management is a core strategy for both types of manufacturers which can be used to
increase competitive strength for creating business sustainability. The main agenda of preset
investigation is to collect data from different firms and to analyze differentiate strategy between
ODM and OBM.
Aim: The investigation herewith aims at understanding the differentiation between value
chain management strategies used by both ODM and ODM in Taiwan’s high-tech industry.
Including this, it purposes at assessing how both types of manufacturers in Taiwan’s high-tech
industry are gaining competitive advantage over from others firm, and how they deliver value to
customers.
Objectives
 To conduct an comparative analyze for strategies used by Original Brand Manufactures
(OBM) and Original Design Manufactures (ODM)
 To assess how value chain strategies are used by Original Brand Manufactures (OBM)
and Original Design Manufactures (ODM) to increase competiveness and business
sustainability
 To investigate the value chain strategies made by ODM and OBM when facing different
situation.

Data Analysis
Data analysis is the most crucial chapter of an investigation which helps in extracting the
results from the data collected from range of data collection sources. This section represents the
analysis into information collected from primary sources on which quantitative data analyze
tactic is used. Here, to analyze the data collected from primary study, is assessed using SPSS
Statistic 20 software. This section of study includes demographic information about respondents
who are the managers of ODM (Original design manufacturer) and OBM (Original brand
manufacturer), 100 from each sectors of large IT industry in Taiwan. The results have further
organized using Microsoft excel tools. In addition, frequency analysis and Multivariate analysis
of variance (MANOVA) is used to reach the findings.
Demographic analysis of Background information
Association of managers
ODM organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Less than 5 years. 49 49.0 49.0 49.0
5-10 years 31 31.0 31.0 80.0
10-15 years 15 15.0 15.0 95.0
More than 15
years 5 5.0 5.0 100.0
Total 100 100.0 100.0
OBM Organizations

Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Less than 5 years. 33 33.0 33.0 33.0
5-10 years 42 42.0 42.0 75.0
10-15 years 14 14.0 14.0 89.0
More than 15
years 11 11.0 11.0 100.0
Total 100 100.0 100.0
The tables represent that most of the managers who taken part in the study are associated
with ODM companies from less than 5 years as total 49 managers were taken, on the other side,
from OBM Organizations most of the managers are working from last 5-10 years
Working department of managers
ODM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Research & Design 12 12.0 12.0 12.0
Sales & Marketing 16 16.0 16.0 28.0
Product Management 41 41.0 41.0 69.0
Supply chain
management 31 31.0 31.0 100.0
Total 100 100.0 100.0
OBM organizations

Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Research & Design 44 44.0 44.0 44.0
Sales & Marketing 24 24.0 24.0 68.0
Supply chain
management 32 32.0 32.0 100.0
Total 100 100.0 100.0
Most of the managers’ form ODM Organizations who have taken part in the investigation
are from Product Management (41) and Supply chain management (31), but, the highest number
of people working in OBM organizations were the managers of Research & Design department
(44).
Frequency Analysis
Factor considered the most when to choose new supplier which factors
ODM organisation
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Cost 69 69.0 69.0 69.0
Differentiation
(Unique) 17 17.0 17.0 86.0
Service (Value-
added) 14 14.0 14.0 100.0
Total 100 100.0 100.0

OBM organisation
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
New Product
Development 63 63.0 63.0 63.0
Brand/ Marketing
channel 37 37.0 37.0 100.0
Total 100 100.0 100.0
From the analysis into factors considering when to choose new supplier, it was found that
most of the ODM organisations consider cost as the major factors (69), whereas, total 63
respondents from OBM organisation has said that New Product Development is an major factor
when to choose suppliers.
Factor consider when setting new target and strategy for business sustainable
ODM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid Cost 14 14.0 14.0 14.0
Differentiation
(Unique) 10 10.0 10.0 24.0
Service (Value-
added) 1 1.0 1.0 25.0
Product
Development
75 75.0 75.0 100.0

Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Product Development 52 52.0 52.0 52.0
Brand/ Marketing
channel 48 48.0 48.0 100.0
Total 100 100.0 100.0
At the time of setting new target and strategy for business sustainable, it has been found
that ODM Organizations mostly consider Product Development (75) as an important factor
however, for OBM companies brand/ marketing channel and product development are equally
important, as there were 48 nod 52 managers from OBM companies who gave chosen such
factors.
When considered the “cost” as the main factor of strategic decision-making to make long-
term business, the cost would be the first priority to decrease
ODM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid Labour Cost 55 55.0 55.0 55.0

Material
Cost 45 45.0 45.0 100.0
Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Research and
Development cost 47 47.0 47.0 47.0
Marketing Cost 51 51.0 51.0 98.0
Service Cost 2 2.0 2.0 100.0
Total 100 100.0 100.0
The results of primary investigation represented that ODM companies are focused
towards reducing cost however, they further want to reduce labour (55) and material cost (45)
when they go for strategic decision-making to make long-term business. OBM Organizations, on
the other hand prefer to decrease costs such as Research and Development cost (47), Marketing
Cost (51), majorly they want to decrease marketing cost.
When considered the “differentiation on value-add” as the main factors of strategic
decision-making for long-term business, the cost would be the first to decrease
ODM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent

Valid
Logistic Cost 56 56.0 56.0 56.0
Supplier
Cost 44 44.0 44.0 100.0
Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Logistic Cost 38 38.0 38.0 38.0
Supplier
Cost 62 62.0 62.0 100.0
Total 100 100.0 100.0
At the time, ODM companies consider differentiation on value-add as a main factor of
strategic planning then such companies focuses on reducing logistic cost (56) for the most. In the
similar manner, OBM companies more focused on reducing supplier cost when they consider the
“differentiation on value-add” as the main factor of strategic decision-making.
When think about Value chain, Original Design Manufactures are less powerful than
Brand Company
ODM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent

Valid
Agree 62 62.0 62.0 62.0
Disagree 13 13.0 13.0 75.0
Comment 25 25.0 25.0 100.0
Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Agree 83 83.0 83.0 83.0
Disagree 17 17.0 17.0 100.0
Total 100 100.0 100.0
The respondents were asked if they think that Original Design Manufactures are less
powerful than Brand Company, then most of the managers form both the company have given
positive views about such statement. There were total 62 respondents from ODM companies who
were agree to the statement however, 25 respondents have positively comments by saying that
ODM companies are quite powerful as compared to ODM and are less costly in maintenance. On
the other hand, 83 respondents from OBM companies have supported the statement.
Factors would be the first to consider when entry the new market
ODM Organizations

Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Supplier
engagement 56 56.0 56.0 56.0
Location 44 44.0 44.0 100.0
Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Higher market share 51 51.0 51.0 51.0
Customers
connection 49 49.0 49.0 100
Total 100 100.0 100.0
The managers of ODM companies have said that supplier engagement and location are
the major factors that are first to consider when entry the new market, nonetheless, most of the
managers have chosen Supplier engagement (56) as an important factor. In addition to that, the
respondents from OBM companies consider higher market share (51) and customer connection
(49) as major factors.
Strategy would consider to do to make long-term business when facing the competitors
increasing
ODM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent

Valid
Lower product price to
increase selling
quantity and amount
87 87.0 87.0 87.0
Creating company
differentiated value to
increase
competitiveness
13 13.0 13.0 100.0
Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Creating company
differentiated value to
increase
competitiveness
58 58.0 58.0 58.0
Developing new
product category 42 42.0 42.0 100.0
Total 100 100.0 100.0
Most of the managers of ODM companies consider lower product price (87) as a major
strategy to increase selling quantity and even creating company differentiated (13) is also an
important strategy to increase competitiveness. On the other hand OBM companies, equally
gives importance to creating company differentiated value and developing new product category
as long-term business when facing the competitors increasing
Would consider changing product development to define company’s difference when new
substitutes products launched
ODM Organizations

Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Agree 83 83.0 83.0 83.0
Disagree 17 17.0 17.0 100.0
Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Agree 20 20.0 20.0 20.0
Disagree 80 80.0 80.0 100.0
Total 100 100.0 100.0
The respondents or managers of both the companies were asked if they go for changing
product development when new substitutes products launched to define company’s difference or
not. In this regard, 83 managers of ODM companies were agree to the statement, on the other
hand, most of the respondents from OBM companies (80) were disagree as they do not consider
changing product development when new substitute exist in market.
When the bargaining power become lower for company side to deal with supplier, strategy
would decide to do
ODM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid Making new strategy
alliance
61 61.0 61.0 61.0

Finding new supplier 18 18.0 18.0 79.0
Creating new product
category 21 21.0 21.0 100.0
Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Finding new supplier 73 73.0 73.0 73.0
Creating new product
category 27 27.0 27.0 100.0
Total 100 100.0 100.0
The managers of ODM companies go for making new strategy alliance (62) when the
bargaining power become lower for dealing with supplier, however, most of managers of OBM
companies prefer to find new supplier (73) as an appropriate strategy when bargaining power
become lower.
When the bargaining power become higher from the customers’ side, strategy would like to
do
ODM Organizations

Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Lower the price 65 65.0 65.0 65.0
Entry new
market 35 35.0 35.0 100.0
Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Add-extra value 69 69.0 69.0 69.0
Entry new
market 31 31.0 31.0 100.0
Total 100 100.0 100.0
In case, the bargaining power is higher from the customers’ side than ODM companies
prefer to lower down the prices (65) however, 25 respondent have said that they would consider
to go for entry in new markets. However, most of the respondents from OBM companies prefer
to go for adding-extra value (69) in products.
Suggestion for company to make new strategy -- transfer company type from (ODM) to
(OBM)

Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Yes 80 80.0 80.0 80.0
No 20 20.0 20.0 100.0
Total 100 100.0 100.0
The respondents of ODM companies have been asked if they have ever recommended
company to transfer company type from (ODM) to (OBM), in context to this question most of
the respondents have positively replied to the statement as they have suggested company to
transfer company type from ODM to OBM.
Vertical integration would be good strategy for your company to make business
sustainable?
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Agree 59 59.0 59.0 59.0
Disagree 41 41.0 41.0 100.0
Total 100 100.0 100.0
The managers who are working in ODM companies are asked for if vertical integration
would be good strategy for Original Design Manufactures (ODM) to make business sustainable
for which total 59 customers have given positive responses, however, 41 managers on the other
hand do not consider vertical integration as a good strategy.
OBM Organizations

Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Agree 36 36.0 36.0 36.0
Disagree 64 64.0 64.0 100.0
Total 100 100.0 100.0
The results of above table depicts whether the managers of OBM manufacturers are
consider vertical integration as a good strategy for their company to make business sustainable.
There were total 100 managers among them 64 managers were disagreed with the statement as
according to them vertical integration is combination of more stages of production normally
operated by separate firms. These companies more focuses on delivering products brands,
however, not consider vertical integration as an important strategy.
Bring supplier in house would create business value for company
ODM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Yes 69 69.0 69.0 69.0
No 31 31.0 31.0 100.0
Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent

Valid
Yes 88 88.0 88.0 88.0
No 12 12.0 12.0 100.0
Total 100 100.0 100.0
The mangers of both the companies have asked if bring supplier in house would create
business value for their company, in this context, 88 respondents from OBM companies
positively responded, on the other hand, 69 respondents from ODM companies have replied
positively, hence, most of the employees of OBM companies consider to bring supplier in house
beneficial for organization.
Fair exchange of value in each stage between supplier to company, and company to
customers
ODM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Agree 20 20.0 20.0 20.0
Disagree 80 80.0 80.0 100.0
Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Agree 76 76.0 76.0 76.0
Disagree 24 24.0 24.0 100.0
Total 100 100.0 100.0

When the respondents of both the companies were asked if the strategy they use offers a
fair exchange of value in each stage between supplier to company, and company to customers,
then most of the managers’ of ODM Organizations (80) were disagree to the statement, however
76 respondents from OBM Organizations were agreed to the statement.
Value-add is important for value chain
ODM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Yes 86 86.0 86.0 86.0
No 14 14.0 14.0 100.0
Total 100 100.0 100.0
OBM Organizations
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Yes 88 88.0 88.0 88.0
No 12 12.0 12.0 100.0
Total 100 100.0 100.0
The managers of both types of organizations were asked if value-add is important for
value chain in their organizations. The respondents of ODM and OBM organisation were
witnessed with similar reviews as value-add is important for value chain for both Original design
manufacturer (86) and Original brand manufacturer (88).
Cross tabulation

Please help to add one to two more hypothesis, as I will need around 2-3 hypothesis, and I
only provided one as below.
Hypothesis 1: Those OBM and brand firms in upstream and downstream ends are more
powerful and have higher value than firms in the middle, like ODM.
Cross tabulation between stay of managers in Taiwan’s high tech industry and their view if
Design Manufactures are less powerful than Brand Company
ODM Organizations
How long have you stay in Taiwan’s high tech industry Total
Less than 5
years.
5-10 years 10-15 years More than 15
years
When think about
supply chain, do you
think Original Design
Manufactures are less
powerful than Brand
Company
Agree 34 23 5 0 62
Disagree 0 0 8 5 13
Comment 15 8 2 0 25
Total 49 31 15 5 100
OBM Organizations
How long have you stay in Taiwan’s high tech
industry
Total
Less than 5
years.
5-10 years 10-15 years More than 15
years
When think about Agree 24 34 14 11 83

supply chain, do you
think Original Design
Manufactures are less
powerful than Brand
Company
Disagree 9 8 0 0 17
Total 33 42 14 11 100
Most of the respondents who are working in Taiwan’s high tech industry especially in
Original Design Manufacturing companies consider that Design Manufactures are less powerful
than Brand Company. Mostly the employees who stay in from less than 5 years (34) supports the
statement. However, 28 respondents from ODM companies who work from 5-10 years stated
that design manufacturers are less powerful than Brand Company. On the other hand, the
managers who stay from last 5-10 years in the Original Brand Manufacturing organizations have
supported that ODM are less powerful than Brand Company.
Cross tabulation between different departments and their views about Original Design
Manufactures are less powerful than Brand Company
ODM Organizations
What department do you work in Total
Research &
Design
Sales &
Marketing
Product
Management
Supply chain
management
When think about
supply chain, do you
think Original Design
Manufactures are less
powerful than Brand
Company
Agree 12 16 17 17 62
Disagree 0 0 13 0 13
Comment 0 0 11 14 25
Total 12 16 41 31 100

OBM Organizations
What department do you work in Total
Research &
Design
Sales &
Marketing
Supply chain
management
When think about
supply chain, do you
think Original Design
Manufactures are less
powerful than Brand
Company
Agree 37 23 23 83
Disagree 7 1 9 17
Total 44 24 32 100
The workers in ODM companies from mostly who work in Product Management and
Supply chain management department views that Original Design Manufactures are less
powerful than Brand Company. There are total 17 respondents from each of the department who
support the fact. On the other hand, the managers of OBM companies who work as managers of
research and design department (37) mostly consider that Original Design Manufactures are less
powerful than Brand Company.
Hypothesis 2: Market share is considered by OBM while ODM considers supplier engagement
as a main factor when entering the new market in association to time spent by employees and
their respective departments
Cross tabulation among factors that would be the first to consider when entry the new
market and time duration of employees stay in Taiwan’s high tech industry
ODM Organizations
How long have you stay in Taiwan’s high tech
industry
Total

Less than 5
years.
5-10
years
10-15
years
More than
15 years
Factors would be
the first to consider
when entry the new
market
Supplier
engagement 39 13 4 0 56
Location 10 18 11 5 44
Total 49 31 15 5 100
OBM Organizations
How long have you stay in Taiwan’s high
tech industry
Total
Less than 5
years.
5-10
years
10-15
years
More than
15 years
Factor would be the
first to consider
when entry the new
market
Higher market
share 20 17 14 0 51
Customers
connection 13 25 0 11 49
Total 33 42 14 11 100
The employees who work in ODM companies working from less than 5 years consider
supplier as a major factor which would be the first to consider when entry the new market
engagement, however 18 respondents are there who work from last 5-10 years consider location
as a major factor. On the other hand most of the employees of Taiwan’s high tech industry,
working from less than 5 years consider higher market share as a major factors, however, 25
managers who are associated with OBM companies consider, customers connection as a major
factor that would be the first to consider when entry the new market.
Cross tabulation among factors that would be the first to consider when entry the new
market and working departments of Taiwan’s high tech industry
ODM Organizations

What department do you work in Total
Research &
Design
Sales &
Marketin
g
Product
Managemen
t
Supply
chain
managemen
t
Factors would be
the first to
consider when
entry the new
market
Supplier
engagement 12 16 8 20 56
Location 0 0 33 11 44
Total 12 16 41 31 100
OBM Organizations
What department do you work in Total
Research &
Design
Sales &
Marketing
Supply chain
management
Factor would be
the first to
consider when
entry the new
market
Higher market share 17 1 32 50
Customers
connection 30 23 0 50
Total 44 24 32 100
The table above represents the cross tabulation between factors and first to consider when entry
the new market and working departments of Taiwan’s high tech industry. According to most of
the managers of ODM organizations working in Supply chain management consider Supplier
engagement as a major factor to be focused on, On the other hand, product managers consider
location as a major factor which is to be considered by the organisation. Including this, the
workers of OBM organizations working in research and design department (30) considered
customer’s connections as a major factor, however, the 32 managers in supply chain
management consider Higher market share as a major factor.

Hypothesis 3: Strategy would consider in ODM and OBM to make long-term business when
facing the competitors increasing in association to time spent by employees and their respective
departments
Cross tabulation between strategies would consider to make long-term business when
facing the competitors increasing and association of managers with Taiwan’s high tech
ODM Organizations
How long have you stay in Taiwan’s high
tech industry
Total
Less than
5 years.
5-10
years
10-15
years
More than
15 years
Strategy would
consider to do to
make long-term
business when
facing the
competitors
increasing
Lower product
price to increase
selling quantity and
amount
49 19 14 5 87
Creating company
differentiated value
to increase
competitiveness
0 12 1 0 13
Total 49 31 15 5 100
OBM Organizations
How long have you stay in Taiwan’s high
tech industry
Total
Less than
5 years.
5-10
years
10-15
years
More than
15 years

Strategy would
consider to do to
make long-term
business when
facing the
competitors
increasing
Creating company
differentiated value
to increase
competitiveness
19 25 14 0 58
Developing new
product category 14 17 0 11 42
Total 33 42 14 11 100
Most of the managers (49) who are working in ODM companies from less than 5 years
consider lowering down product price as an important strategy to increase selling quantity and
amount when facing the competitors. On the other, when facing the competitors, the 25
managers who are working from last 5-10 years in OBM Organizations prefers to create
differentiated value to increase competitiveness, however, 17 respondents consider to develop
new product category as a major factor.
Cross tabulation between strategies would consider to make long-term business when
facing the competitors increasing and association of managers with Taiwan’s high tech
ODM Organizations
What department do you work in Total
Researc
h &
Design
Sales &
Marketin
g
Product
Managemen
t
Supply
chain
managemen
t
Strategy would
consider to do to
make long-term
business when
facing the
competitors
increasing
Lower product
price to increase
selling quantity
and amount
12 16 38 21 87
Creating
company
differentiated
value to increase
competitiveness
0 0 3 10 13

Total 12 16 41 31 100
OBM organizations
What department do you work in Total
Research &
Design
Sales &
Marketing
Supply
chain
management
Strategy would
consider to do to
make long-term
business when facing
the competitors
increasing
Creating company
differentiated value
to increase
competitiveness
18 8 32 58
Developing new
product category 26 16 0 42
Total 44 24 32 100
The tables above show that cross tabulation between strategies that would consider to
make long-term business when facing the competitors increasing and association of managers
with Taiwan’s high tech industry. According to most of the ODM organization’s managers
working in Product Management (38) consider lower product price as a strategy to increase
selling quantity and amount. In addition to that, most of the managers working in OBM’s Supply
chain management department (32) consider creating company differentiated value as a strategy
to increase competitiveness.
MANOVA Analysis
Multivariate analysis of variance (MANOVA) is a well-known Statistical test which is
used to find out the association when more than one dependent variable exist. This analysis is
used testing the difference in two or more directions of means. The main purpose of using
MANOVA is to understand if there is an interaction between the independent variable on the two
or more dependent variables. Herrsrv
Multivariate analysis of variance
ODM Organizations

Multivariate Testsa
Effect Value F Hypothesis
df
Error
df
Sig. Partial Eta
Squared
Intercept
Pillai's Trace .975 1875.28
8b 2.000 96.000 .000 .975
Wilks' Lambda .025 1875.28
8b 2.000 96.000 .000 .975
Hotelling's
Trace 39.068 1875.28
8b 2.000 96.000 .000 .975
Roy's Largest
Root 39.068 1875.28
8b 2.000 96.000 .000 .975
Whenthinkab
outsupplycha
indoyouthink
OriginalDesi
gnManufactu
resare more
powerful than
brand
manufacturer
s
Pillai's Trace .301 8.585 4.000 194.00
0 .000 .150
Wilks' Lambda .699 9.397b 4.000 192.00
0 .000 .164
Hotelling's
Trace .430 10.205 4.000 190.00
0 .000 .177
Roy's Largest
Root .429 20.817c 2.000 97.000 .000 .300
a. Design: Intercept + When think about supply chain do you think Original Design
Manufactures are more powerful than brand manufacturers
b. Exact statistic
c. The statistic is an upper bound on F that yields a lower bound on the significance level.
OBM Organizations
Multivariate Testsa

Effect Value F Hypothes
is df
Error df Sig. Partial
Eta
Square
d
Intercept
Pillai's Trace .973 1726.326b 2.000 97.000 .000 .973
Wilks' Lambda .027 1726.326b 2.000 97.000 .000 .973
Hotelling's Trace 35.594 1726.326b 2.000 97.000 .000 .973
Roy's Largest Root 35.594 1726.326b 2.000 97.000 .000 .973
When think
about supply
chain do you
think Original
Design
Manufactures
are more
powerful than
brand
manufacturers
Pillai's Trace .722 126.224b 2.000 97.000 .000 .722
Wilks' Lambda .278 126.224b 2.000 97.000 .000 .722
Hotelling's Trace 2.603 126.224b 2.000 97.000 .000 .722
Roy's Largest Root 2.603 126.224b 2.000 97.000 .000 .722
a. Design: Intercept + When think about supply chain do you think Original Design Manufactures are
more powerful than brand manufacturers
b. Exact statistic
The application of Multivariate analysis of variance in respect with effectiveness of
Design Manufacture than brand manufacturers, it was found that the multivariate π2= .164 which
means approx. 16% multivariate variance of the dependent variables is associated with the group
factor. The p value is .01 which is less than < .05, so it can be concluded that there is no
association between fair exchange of value and value-add in value chains in respect with
deciding whether Original Design Manufactures are more powerful than brand manufacturers.
However, for Original Design Manufactures multivariate π2= .722 interpreting that dependent
variables are highly associated with the group factor, however, it has been found that there are
other factors on which the powerfulness of Original Design Manufactures is dependent as
compared to brand manufacturers.

Multivariate analysis of variance
(Appendix 1) The tables represent the Multivariate analysis of variance among staying in
Taiwan’s high tech industry and the department in which the mangers work with various
independent factors such as factors considering when to consider new suppliers, new target and
strategy for business sustainable, factors of strategic decision-making to make long-term
business etc. In all the cases, p-values found to be less than < .05 indicating there is no
association among there is no association between demographic profile of respondents and
various factors. The incidents are similar for both the organizations including Original Design
Manufactures and Original Brand Manufactures.
Appendix 1
ODM Organizations
Multivariate Testsa
Effect Value F Hypothe
sis df
Error
df
Sig. Parti
al
Eta
Squ
ared
Intercept
Pillai's Trace .977 916.53
2b 4.000 88.00
0 .000 .977
Wilks' Lambda .023 916.53
2b 4.000 88.00
0 .000 .977
Hotelling's Trace 41.661 916.53
2b 4.000 88.00
0 .000 .977
Roy's Largest Root 41.661 916.53
2b 4.000 88.00
0 .000 .977

How long have
you stay in
Taiwan’s high
tech industry
Pillai's Trace .698 6.828 12.000 270.0
00 .000 .233
Wilks' Lambda .394 8.189 12.000 233.1
18 .000 .267
Hotelling's Trace 1.307 9.439 12.000 260.0
00 .000 .303
Roy's Largest Root 1.111 25.00
5c 4.000 90.00
0 .000 .526
What department
do you work in
Pillai's Trace .773 7.816 12.000 270.0
00 .000 .258
Wilks' Lambda .282 11.909 12.000 233.1
18 .000 .344
Hotelling's Trace 2.346 16.941 12.000 260.0
00 .000 .439
Roy's Largest Root 2.258 50.81
2c 4.000 90.00
0 .000 .693
How long have
you stay in
Taiwan’s high
tech industry *
What department
do you work in
Pillai's Trace .649 10.681 8.000 178.0
00 .000 .324
Wilks' Lambda .454 10.63
7b 8.000 176.0
00 .000 .326
Hotelling's Trace .974 10.591 8.000 174.0
00 .000 .327
Roy's Largest Root .588 13.08
6c 4.000 89.00
0 .000 .370
a. Design: Intercept + How long have you stay in Taiwan’s high tech industry + What
department do you work in + How long have you stay in Taiwan’s high tech industry * What
department do you work in
b. Exact statistic
c. The statistic is an upper bound on F that yields a lower bound on the significance level.
OBM Organizations

Multivariate Testsa
Effect Value F Hypothes
is df
Error
df
Sig. Partial
Eta
Squar
ed
Intercept
Pillai's Trace .995 4160.32
3b 4.000 88.00
0 .000 .995
Wilks' Lambda .005 4160.32
3b 4.000 88.00
0 .000 .995
Hotelling's Trace 189.106 4160.32
3b 4.000 88.00
0 .000 .995
Roy's Largest
Root 189.106 4160.32
3b 4.000 88.00
0 .000 .995
How long
have you
stay in
Taiwan’s
high tech
industry
Pillai's Trace .563 5.197 12.000 270.0
00 .000 .188
Wilks' Lambda .507 5.687 12.000 233.1
18 .000 .203
Hotelling's Trace .835 6.029 12.000 260.0
00 .000 .218
Roy's Largest
Root .610 13.721c 4.000 90.00
0 .000 .379
What
department
do you work
in
Pillai's Trace .464 6.718 8.000 178.0
00 .000 .232
Wilks' Lambda .572 7.076b 8.000 176.0
00 .000 .243
Hotelling's Trace .683 7.431 8.000 174.0
00 .000 .255
Roy's Largest
Root .572 12.737c 4.000 89.00
0 .000 .364
How long
have you
Pillai's Trace .447 3.937 12.000 270.0
00
.000 .149