Another important test was that D-Link had a dual strategy of "branding" and "subcontracting." Not only did this regularly create internal conflict with regard to the allocation of RRD resources, it worried ordering customers and slowed down growth.
另一個重要的考驗，是友訊兼營「品牌」及「代工」的兩手策略，不但經常造成內部研發資源分配的衝突，且讓下單的客戶有所疑慮，而造成業績成長減緩。