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研究生:林欣霈
研究生(外文):Hsin-Pei Lin
論文名稱:代工廠商轉型自有品牌經營下國際行銷通路取得之研究:以BenQ-Siemens為例
論文名稱(外文):A Study on the International Marketing Channels Acquisition for the Firm’s OEM/ODM-OBM Transition: A Case Study of BenQ-Siemens
指導教授:賴賢哲賴賢哲引用關係
指導教授(外文):Hsien-Che Lai
學位類別:碩士
校院名稱:東海大學
系所名稱:企業管理學系碩士班
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:97
中文關鍵詞:OEM/ODMOBM經營模式轉型行銷通路
外文關鍵詞:OEM/ODMOBMBusiness Model TransformationMarketing Channels
相關次數:
  • 被引用被引用:7
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代工廠商近年來在市場上面臨激烈的競爭,代工毛利不斷下降,許多從事代工業務的廠商對於轉型高附加價值的自有品牌深感興趣。然而台灣廠商雖然在代工製造上有優異的表現,卻缺乏品牌經營與行銷通路等能力,由此可見發展自有品牌策略要面對許多資源門檻,其過程將經歷複雜的轉型歷程。本研究透過個案研究的方式,針對台灣代工廠商建立自有品牌,需克服哪些因素,以及採取何種方式取得其國際行銷通路或所需資源加以深入探討,並以明基西門子為例。
本研究結果發現優異的製造能力與技術能力是經營代工業務廠商轉型發展自有品牌的必要條件。代工廠商轉型經營自有品牌的應克服與代工客戶間的業務衝突,建立不同於代工模式的管理方式,取得整體競爭優勢。無論採取何種方式獲得行銷通路,應針對不同的產業型態加以詳細規劃。因此轉型發展自有品牌,必須掌握通路的優勢,透過經營模式和流程的改造,提升通路的效率,有效控制通路成本。而各個國家不同產業其通路結構並不相同,代工廠商轉型應根據不同通路結構調整其通路策略,建立自有品牌之通路。代工廠商建立自有品牌應累積本身能力,較能夠建立其行銷通路,所以在經營代工階段便可以開始累積豐富的市場性資產,培養組織與快速回應市場能力,有助於建立其自有品牌商品的行銷通路。
Most of OEM/ODM firms face fierce competition nowadays. The gross profits of those OEM/ODM firms continuously decrease. Thus, many firms are interested in transforming into OBM business model for the higher profit margin. Even though Taiwanese firms have done an exceptionally great job on OEM/ODM, they are still lack of the ability of brand management and channel marketing. Hence, there are many limitations on resources, and the companies will go through a series of complex transforming process. This research will, case by case, focus deeply on Taiwanese OEM/ODM firms’ building their own brands, obstacles ahead, and ways of getting the marketing channels or resources needed, and, at the same time, takes BenQ-Siemens as an example.
Research results discover that excellent manufacture and R&D capabilities are prerequisites in transformation from OEM/ODM to OBM business model. The challenges during business model transformation are the conflicts in the market between firm’s own brand and ODM customers that have to overcome. And build different management that get competitive advantages. No matter what use any method to obtain marketing channels that should draw up different industries. Therefore, OBM must control channels’ advantages, and through the transformation of the types of operation and procedure improve the efficiency of channels and cost. Each country structure of different industries is not the same, so the firms’ OEM/ODM transform base on different channels’ structure that adjust channel strategy. And is devoted to accumulating own ability. In other words, it can begin to accumulate abundant market ability and train high-speed responses that building own brand products’ marketing channels.
第一章 緒論 1
第一節 研究背景與研究動機 1
第二節 研究目的與研究問題 3
第三節 研究流程 4
第二章 文獻探討 6
第一節 企業經營模式與轉型 6
第二節 行銷通路取得之模式 16
第三節 品牌與通路策略 29
第三章 研究設計 37
第一節 研究架構 36
第二節 個案研究法 37
第三節 資料收集 39
第四節 個案選取 41
第四章 手機產業分析 42
第一節 行動通訊產業發展近況 42
第二節 電信業之供應鏈型態 48
第三節 行動電信業之產業型態 51
第四節 小結 53
第五章 BenQ個案分析 53
第一節 BenQ經營模式與轉型 54
第二節 BenQ購併西門子之歷程 62
第三節 研究問題之提出 75
第四節 研究討論 76
第六章 研究結論與建議 83
第一節 研究結論 83
第二節 研究建議 85
第三節 研究限制 86

參考文獻 87
附錄-訪談紀錄 93
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