臺灣博碩士論文加值系統

從1980年代開始， 由於台灣勞動力短缺，用工成本大幅上漲，加之中國大力招商，提供土地租稅勞動力等優惠措施，造成台資企業大量出走外移。長三角珠三角憑藉著地方政府的積極作為，很快就成為台資企業的第一設廠選擇。先是從中小企業開始，然後是傳統産業，再來就是台灣引以為傲的IT 周邉産品的代工大廠， 比如鴻海，仁寳，華碩，緯創，D公司等。隨著國際客戶的要求，也開始大規模西進，但從2000年開始，台資企業面臨著在中國經濟飛速成長階段的許多問題。人力、土地、環保及産業轉型升級的壓力不亞於金融海嘨狂暴來襲，使得撐起台灣製造代工王國的電子製造業來到歷史轉折點，逐水草而居，繼續做代工？還是轉型做自有品牌，立足中國，放眼全世界？ 已經成為台資企業必須嚴肅思考的問題了。
本研究以台灣某大型電子製造業 D 公司為個案研究對象，該公司從1990年代進入中國設廠生産，經過20年後決定轉型做自有品牌，2012年為該公司在中國的品牌元年。 該公司如何從企業識別，員工教育，産品研發，在地商情收集，專案現場勘察，産品實地測試驗證，量産導入，客戶需求預測，售後服務等，均由案例經驗累積而成一套標凖流程。本研究試著找出流程中的闗鍵成功因素，以供有意轉型之台商製造業做為參考的借鏡 。

Due to labor shortage and labor cost up, China government aggressively attracted business investment and also provided more incentives for the land, tax, labor, etc. This resulted in most of Taiwan manufacturing companies moved out sine 1980. Because of the local government aggressive behavior, Taiwan manufacturing company has regarded the triangle area of Yangze River and Pearl River in China as their first priority of investment. Minor enterprises are the first, later, traditional enterprises and IT OEM factories also moved to China. Those companies were the pride of Taiwan before, for example, Foxcon, Compal, ASUS, Wistron, and the D company, etc. According to the requirement from international customers, they have already started to move to China. Taiwan’s manufacturing companies also faced the many problems when China economy has rised rapidly in Year 2000, the pressure of labor manpower, land, environment protection, and industry upgrade are more than financial crisis. They must make the decision between OEM and OBM. “Take a foothold in China to think the world “, Taiwan’s manufactuers must seriously consider this topic. We based on the “D” company to conduct this case study. D company has started the production in China since 1990. They decided to transfer the business model from OEM to OBM in Year 2010. Year 2012 was the BRAND era for the D company in China, according to experience accumulation, they made the standard operation process from enterprise certification, employee training, products development, business opportunity collection, project exploration in field, products verification in field, mass production introduction, customer forecast, and after services. This study tried to find the critical successful factor, and let it become a classic case for future companies to learn which would like to do the OBM business in China.

摘 要 i
ABSTRACT iii
誌　謝 v
圖目錄 vii
表目錄 viii
第一章 緒論 1
第一節　研究背景 1
第二節　研究動機 2
第三節　研究問題與目的 3
第四節　研究流程 3
第五節 研究限制 4
第二章 文獻探討 6
第一節　產業及產業分析相關理論 6
第二節　品牌策略 24
第三節　企業經營策略模式 30
第四節　個案研究法相關理論 35
第五節　深度訪談法相關理論 38
第三章 研究方法 40
第一節　個案研究法 40
第二節　資料來源與分析單位 41
第三節　深度訪談設計 41
第四節　研究架構 43
第四章 個案企業研究 45
第一節　D公司簡介 45
第二節 D公司代工發展 51
第三節 D公司品牌發展 54
第四節 D公司轉型個案分析 62
第五節 D公司轉型成功要素 68
第五章 結論與建議 70
第一節 結論 70
第二節 建議 70
參考文獻 72

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