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研究生:羅欣怡
研究生(外文):Shin-yi Luo
論文名稱:跨國購併品牌策略對競爭優勢之影響-以明基電通購併西門子手機部門為例
論文名稱(外文):The Influences of International Buying Brand on Competition Advantage—The Case of The Acquisition of BenQ and Siemens Mobile Department
指導教授:翁望回翁望回引用關係
指導教授(外文):Wang-Hui Weng
學位類別:碩士
校院名稱:東吳大學
系所名稱:企業管理學系
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2007
畢業學年度:95
語文別:中文
論文頁數:95
中文關鍵詞:全球品牌跨國購併跨國購併品牌購後整合管理
外文關鍵詞:Global brandInternational Megers and AcquisitionsBuying brandIntegrated -management
相關次數:
  • 被引用被引用:14
  • 點閱點閱:1670
  • 評分評分:
  • 下載下載:492
  • 收藏至我的研究室書目清單書目收藏:3
儘管台灣具有優越的產品研發及設計能力,但由於企業規模小、資金不夠雄厚,且缺乏國際行銷人才及經驗,因此不易建立自有品牌。期望在最短的時間內,於全球市場中佔有一席位置,「跨國購併品牌」是企業思索種建立全球品牌的另一方式。明基電通正是台灣科技產業以「品牌」為出發點之一樁大型國際購併案。本研究採取單次個案研究的方式,將所搜集而來之文獻、明基電通高層主管於跨國購併後至今接受的一切訪談資料,依三種理論視角,即湯明哲教授所提的策略思維架構,跨國品牌購併後之整合管理,以及及動態能力基礎,整理成適合本研究進行分析之架構,以探討跨國購併品牌策略能否提升企業競爭優勢。研究結果顯示:明基電通從事跨國購併品牌策略的動機主要為:取得對方核心專利技術、研發團隊及經驗;建立與發展全球品牌;強化全球市場涵蓋度;增加收益及市佔率;創造明星產品;提升規模經濟。再者,跨國購併品牌後,企業應從「人力資源」、「顧客管理」、「文化」、「組織」、「品牌」及「行銷」來著手進行整合管理,才能提升企業競爭優勢。最後,由「動態能力基礎」的觀點來看,由於明基電通的購後整合管理在「人力資源」、「文化」及「產品策略」這三個層面上的作法不盡理想,因此無法有效地將2005年6月跨國購併所得到的特殊資產轉化成現今企業的策略定位,故無法提升企業競爭優勢。
Corporations of Taiwan with excellent capability of product research and design can’t build own global brand, because they are small and lack of international marketing person and experiences. Corporations of Taiwan continue to think about another way (IMA Buying Brand) to stand on global market in the shortest time. The acquisition of BenQ and Siemens Mobile Department is just the first International Mergers and Acquisitions (IMA) due to brand in high technology industry of Taiwan. The essay took one-shot case study and secondary data analysis to discuss whether BenQ increases competition advantage or not according to three theoretical perspective. The result indicates:
1. The motivations of corporations of Taiwan engage in IMA buying brand are to obtain economic of scale, essential IP, professional staff and experiences for R&D; to build global brand; strengthen degree of market covered; to increase earnings and market shares; to create a product stand for BenQ.
2. After buying brand, corporations of Taiwan should engage in six integrated managements for HR, customer, culture, organization, brand, and marketing to increase competition advantage.
3. Standing on dynamic capability view, BenQ can’t transfer special assets obtained from IMA into strategy position and increase competition advantage, because of bad performances for HR, culture, and product strategy.
目錄

第壹章 緒論 1
第一節 研究動機 1
第二節 研究問題及目的 4
第三節 研究流程 5
第貳章 文獻探討 6
第一節 全球品牌 6
第二節 跨國購併品牌策略 12
第三節 跨國購併品牌策略之整合管理面向 16
第四節 跨國購併品牌、整合管理與企業競爭優勢 29
第參章 研究架構及方法 40
第一節 研究架構 40
第二節 研究方法 42
第三節 研究對象 47
第四節 資料蒐集 48
第肆章 跨國購併品牌之案例評析 49
第一節 明基電通跨國購併西門子手機事業部之案例背景介紹 49
第二節 明基電通之跨國購併品牌策略之策略形成 54
第三節 明基電通採取跨國購併品牌策略之動機 58
第四節 明基電通採取跨國購併品牌策略後之整合管理 60
第五節 明基電通跨國購併西門子手機事業部後之競爭優勢分析 67
第伍章 結論與建議 71
第一節 結論 71
第二節 建議 74
第三節 研究限制 76
參考文獻 77
中文文獻 77
英文文獻 81
網站資料 88


表目錄

表2- 1 自創品牌V.S購併品牌 10
表2- 2 由誰來負責全球性的品牌經營 18
表3- 1 各階段資料分析 41
表3- 2 評估質性研究的三種尺度 45
表3- 3 三種尺度之作法 46
表3- 4 個案公司基本介紹 47
表3- 5 個案公司資料來源 48
表4- 1 明基電通的基本資料表 50
表4- 2 西門子基本資料表 51
表4- 3 2006年第二季BENQ-SIEMENS市佔下降 53
表4- 4 2005年全球手機銷售量排名(單位:百萬) 57
表4- 5 明基電通購併後之整合管理 65

圖目錄

圖1- 1 研究流程 5
圖2- 1 整合管理面向與企業競爭優勢 38
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