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題名 南韓化妝品的創新突圍-以愛茉莉太平洋為例
Strategic Innovations in South Korean Cosmetics Industry-A Case Study on Amorepacific作者 盧介華 貢獻者 郭炳伸
盧介華關鍵詞 創新
競爭優勢
全球化
化妝品產業
國家鑽石體系
愛茉莉太平洋日期 2017 上傳時間 2-Mar-2018 11:43:47 (UTC+8) 摘要 化妝品產業在二十世紀歷經萌芽、茁壯、擴展到百花齊放，但多年來始終由歐美日等國品牌長期稱霸市場。南韓化妝品以黑馬之姿，在二十一世紀快速崛起，一般多將之歸因於韓流帶動及韓劇強大的置入性行銷威力。然而，除了韓流與韓星帶動及行銷策略奏效之外，還有哪些因素加速推動南韓化妝品產業的起飛躍進﹖在韓流湧動之前，南韓化妝品產業如何強化自身競爭力，才能在潮流來臨時，抓住時機，站上浪尖，乘風破浪，向前航行﹖本研究採取質性研究方式，透過個案探討，研究南韓有七十餘年歷史的第一大化妝品集團愛茉莉太平洋的競爭策略及競爭優勢。本文以麥可•波特(Michael E. Porter)的競爭力理論為主要分析架構，同時參照克雷頓•克里斯汀生(Clayton M. Christensen)的創新理論，由解析全球化妝品產業發展進程及當前產業概況展開，對比南韓化妝品產業變遷及愛茉莉太平洋的企業發展歷程，進而聚焦分析研究其競爭策略與競爭優勢、差異化特色與創新能量來源、全球競爭策略與資源配置布局。試圖由宏觀而微觀，層層抽絲剝繭，梳理釐清愛茉莉太平洋競爭策略與競爭優勢發展脈絡。根據本研究分析，愛茉莉太平洋的競爭優勢來自於有效整合南韓國家鑽石體系，並且在企業發展過程中不斷植入創新精神與能量，甚至從失敗中學習。。一開始透過學習國外優點以強化競爭力，並秉持開創性精神與創新理念，建立創新型組織，持續投入研發，不做跟隨者，致力突顯差異化特色，以國際最強對手為競爭標竿，步步往全球化妝品產業強國邁進。
Throughout the 20th century, the cosmetics industry went from the early inception to the one of rapidly growing and highly thriving but its market was always controlled and dominated by a few brand name products from Europe, the US and Japan. Yet, beginning from the 21st century, the South Korean cosmetics products suddenly came to the fore. Many attribute to the effects of embedded advertising as brought up by the Korean wave and Korean drama. Nevertheless, besides the marketing strategies empowered by the Korean wave, what are the other factors contributing to the rapid rise of the South Korean cosmetics industry? Before coming of the Korean wave, what had the Korean cosmetics industry done on preparing and advancing its competitiveness, so that it could take advantage of the Korean trends and moved up to the first tier status? The study is the qualitative research by nature. By going through the case study, it aims to explore the competitive strategies and competitive advantages of the Amorepacific, which is the top of South Korean cosmetics companies with a history over seventy years. The study adopts Michael E. Porter’s competitive strategy theory as the main analytical framework and is aided by Clayton M. Christensen’s innovation theory. It attempts to examine the global cosmetics industry development and the current trends. It then enquires into South Korean cosmetics development and the emergence and growth of the Amorepacific. It goes further to analyze the Amorepacific competitive strategies and advantages, differentiation strategies and innovation empowerment, and global competitive strategies and resource allocation. Thus, it is designed to go from macroscopic to microscopic perspective, step by step, for the purpose of clarification and highlighting the development of the Amorepacific competitive strategies and advantages.參考文獻 中文文獻波特，(2004)。《競爭策略》。台北：天下遠見出版。波特，(2005)。《競爭優勢》(上、下)。台北：天下遠見出版。波特，(2007)。《國家競爭優勢》(上、下)。台北：天下遠見出版。麥可•波特，(2010)。《競爭論》。台北：天下遠見出版。克雷頓•克里斯汀生，(2015)。《創新的兩難》。台北：商周出版。克雷頓•克里斯汀生，(2004)。《創新者的解答》。台北：天下雜誌出版社。克雷頓•克里斯汀生，史考特•安東尼，艾力克•羅斯，(2005)。《創新者的修練》。台北：天下雜誌出版社。克雷頓•克里斯汀生，(2017)。《創新的用途理論》。台北：天下雜誌出版社。韓美子，(2016)。《下輩子還是要做化妝品—韓國第一化妝品牌愛茉莉太平洋創始人徐成煥的成功故事》。台北：時報出版。盧介華，(2014)。《美麗時光，台灣—在世界放光芒﹗25個美妝品牌的傳奇動人故事》，台北：日日幸福出版社。盧介華，(1997)。《創造美麗新世界—35個化妝品牌的故事》。台北：民生報出版。英文文獻Bartzokas, Anthony. (2005).“ Monitoring and Analysis of Policies and Public Financing Instruments Couducive to Higher Levels of R&D Investments : Country Review Korea,Policy Mix Priject Country Case Study”, Maastricht：United Nations University.European Commission, Directorate General, External Relations: Commercial Policy and Relations with North America, the Far East, Australia and New Zealand, (1999), “TBR Examination Procedure Concerning Measures Imposed by the Republic of Korea Affecting Import, Distribution and Advertising of Cosmetics, Perfume and Toiletries Products.”Ghemawat, Pankaj, Carin-Isabel Knoop, David Kiron,(2006), “Amorepacific: From Local to Global”, Boston：Harvard Business School.Hwang, Ahn-Sook Hwang.(2004), ” Integrating Technology, Marketing and Management Innovation”, Research-Technology management, Vol. 47, No. 4, 27-31.Kim, Hyunjee Hannah, Jeehye Jennifer Rho, Seonjoo Lee, and Jaeyoun Soun, (2016), “Becoming a Global Player by Creating a New Market Category：The Case of Amorepacific”, Global Innovation Index 2016：Winning with Global Innovation, WIPO, Cornell University, INSEAD:103-109.Lee, Bangsil (Esther). and Jina Kang, (2016), ” The Power of Peripheral Innovation：A Case Study of Amorepacific’s Cushion Foundation”, Research –Technology Management, Vol.59, No.4,21-29. Park, Young-Seaon. (2015),“Does the Rise of the Korean Wave Lead to Cosmetics Export?” The Journal of Asian Finance, Economics and Business, Vol.2, No.4 ,13-20.Porter, Michael E. (1986), Competition in Global Industries, Boston：Harvard Business School Press.Rowley, Chris. and Yongsun Paik, (2009),The Changing Face of Korean Management , London, RoutledgeRoll, Martin, (2015), Asian Brand Strategy: Building and Sustaining Strong Global Brands in Asia, London：Palgrave Macmillan.U.S.A. Department of Commerce, International Trade Administration,”Asia Personal Care & Cosmetic Market Guide 2016”U.S Commercial Service Hong Kong,”Cosmetics & Toiletries Market Overviews 2015”. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
104932081資料來源 http://thesis.lib.nccu.edu.tw/record/#G0104932081 資料類型 thesis dc.contributor.advisor 郭炳伸 zh_TW dc.contributor.author (Authors) 盧介華 zh_TW dc.creator (作者) 盧介華 zh_TW dc.date (日期) 2017 en_US dc.date.accessioned 2-Mar-2018 11:43:47 (UTC+8) - dc.date.available 2-Mar-2018 11:43:47 (UTC+8) - dc.date.issued (上傳時間) 2-Mar-2018 11:43:47 (UTC+8) - dc.identifier (Other Identifiers) G0104932081 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/116038 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 104932081 zh_TW dc.description.abstract (摘要) 化妝品產業在二十世紀歷經萌芽、茁壯、擴展到百花齊放，但多年來始終由歐美日等國品牌長期稱霸市場。南韓化妝品以黑馬之姿，在二十一世紀快速崛起，一般多將之歸因於韓流帶動及韓劇強大的置入性行銷威力。然而，除了韓流與韓星帶動及行銷策略奏效之外，還有哪些因素加速推動南韓化妝品產業的起飛躍進﹖在韓流湧動之前，南韓化妝品產業如何強化自身競爭力，才能在潮流來臨時，抓住時機，站上浪尖，乘風破浪，向前航行﹖本研究採取質性研究方式，透過個案探討，研究南韓有七十餘年歷史的第一大化妝品集團愛茉莉太平洋的競爭策略及競爭優勢。本文以麥可•波特(Michael E. Porter)的競爭力理論為主要分析架構，同時參照克雷頓•克里斯汀生(Clayton M. Christensen)的創新理論，由解析全球化妝品產業發展進程及當前產業概況展開，對比南韓化妝品產業變遷及愛茉莉太平洋的企業發展歷程，進而聚焦分析研究其競爭策略與競爭優勢、差異化特色與創新能量來源、全球競爭策略與資源配置布局。試圖由宏觀而微觀，層層抽絲剝繭，梳理釐清愛茉莉太平洋競爭策略與競爭優勢發展脈絡。根據本研究分析，愛茉莉太平洋的競爭優勢來自於有效整合南韓國家鑽石體系，並且在企業發展過程中不斷植入創新精神與能量，甚至從失敗中學習。。一開始透過學習國外優點以強化競爭力，並秉持開創性精神與創新理念，建立創新型組織，持續投入研發，不做跟隨者，致力突顯差異化特色，以國際最強對手為競爭標竿，步步往全球化妝品產業強國邁進。 zh_TW dc.description.abstract (摘要) Throughout the 20th century, the cosmetics industry went from the early inception to the one of rapidly growing and highly thriving but its market was always controlled and dominated by a few brand name products from Europe, the US and Japan. Yet, beginning from the 21st century, the South Korean cosmetics products suddenly came to the fore. Many attribute to the effects of embedded advertising as brought up by the Korean wave and Korean drama. Nevertheless, besides the marketing strategies empowered by the Korean wave, what are the other factors contributing to the rapid rise of the South Korean cosmetics industry? Before coming of the Korean wave, what had the Korean cosmetics industry done on preparing and advancing its competitiveness, so that it could take advantage of the Korean trends and moved up to the first tier status? The study is the qualitative research by nature. By going through the case study, it aims to explore the competitive strategies and competitive advantages of the Amorepacific, which is the top of South Korean cosmetics companies with a history over seventy years. The study adopts Michael E. Porter’s competitive strategy theory as the main analytical framework and is aided by Clayton M. Christensen’s innovation theory. It attempts to examine the global cosmetics industry development and the current trends. It then enquires into South Korean cosmetics development and the emergence and growth of the Amorepacific. It goes further to analyze the Amorepacific competitive strategies and advantages, differentiation strategies and innovation empowerment, and global competitive strategies and resource allocation. Thus, it is designed to go from macroscopic to microscopic perspective, step by step, for the purpose of clarification and highlighting the development of the Amorepacific competitive strategies and advantages. en_US dc.description.tableofcontents 第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的 3第三節 研究架構 4第二章 全球化妝品產業概況及南韓化妝品產業發展 7第一節 化妝品產業演進 7第二節 全球化妝品產業現況及前景 13第三節 南韓化妝品產業變遷及政策走向 21第四節 韓流現象與南韓化妝品產業 35第三章 愛茉莉太平洋個案分析 39第一節 愛茉莉太平洋發展歷程 39第二節 愛茉莉太平洋企業概況 44第三節 愛苿莉太平洋競爭優勢分析 49第四章 愛茉莉太平洋的全球化策略 67第一節 愛茉莉太平洋的國際化發展歷程與現況 67第二節 愛茉莉太平洋的全球競爭策略分析 71第五章 研究發現與結論 81附錄 2016年WWD 全球前100大化妝品排名 85參考文獻 92 zh_TW dc.format.extent 2060434 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0104932081 en_US dc.subject (關鍵詞) 創新 zh_TW dc.subject (關鍵詞) 競爭優勢 zh_TW dc.subject (關鍵詞) 全球化 zh_TW dc.subject (關鍵詞) 化妝品產業 zh_TW dc.subject (關鍵詞) 國家鑽石體系 zh_TW dc.subject (關鍵詞) 愛茉莉太平洋 zh_TW dc.title (題名) 南韓化妝品的創新突圍-以愛茉莉太平洋為例 zh_TW dc.title (題名) Strategic Innovations in South Korean Cosmetics Industry-A Case Study on Amorepacific en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文文獻波特，(2004)。《競爭策略》。台北：天下遠見出版。波特，(2005)。《競爭優勢》(上、下)。台北：天下遠見出版。波特，(2007)。《國家競爭優勢》(上、下)。台北：天下遠見出版。麥可•波特，(2010)。《競爭論》。台北：天下遠見出版。克雷頓•克里斯汀生，(2015)。《創新的兩難》。台北：商周出版。克雷頓•克里斯汀生，(2004)。《創新者的解答》。台北：天下雜誌出版社。克雷頓•克里斯汀生，史考特•安東尼，艾力克•羅斯，(2005)。《創新者的修練》。台北：天下雜誌出版社。克雷頓•克里斯汀生，(2017)。《創新的用途理論》。台北：天下雜誌出版社。韓美子，(2016)。《下輩子還是要做化妝品—韓國第一化妝品牌愛茉莉太平洋創始人徐成煥的成功故事》。台北：時報出版。盧介華，(2014)。《美麗時光，台灣—在世界放光芒﹗25個美妝品牌的傳奇動人故事》，台北：日日幸福出版社。盧介華，(1997)。《創造美麗新世界—35個化妝品牌的故事》。台北：民生報出版。英文文獻Bartzokas, Anthony. (2005).“ Monitoring and Analysis of Policies and Public Financing Instruments Couducive to Higher Levels of R&D Investments : Country Review Korea,Policy Mix Priject Country Case Study”, Maastricht：United Nations University.European Commission, Directorate General, External Relations: Commercial Policy and Relations with North America, the Far East, Australia and New Zealand, (1999), “TBR Examination Procedure Concerning Measures Imposed by the Republic of Korea Affecting Import, Distribution and Advertising of Cosmetics, Perfume and Toiletries Products.”Ghemawat, Pankaj, Carin-Isabel Knoop, David Kiron,(2006), “Amorepacific: From Local to Global”, Boston：Harvard Business School.Hwang, Ahn-Sook Hwang.(2004), ” Integrating Technology, Marketing and Management Innovation”, Research-Technology management, Vol. 47, No. 4, 27-31.Kim, Hyunjee Hannah, Jeehye Jennifer Rho, Seonjoo Lee, and Jaeyoun Soun, (2016), “Becoming a Global Player by Creating a New Market Category：The Case of Amorepacific”, Global Innovation Index 2016：Winning with Global Innovation, WIPO, Cornell University, INSEAD:103-109.Lee, Bangsil (Esther). and Jina Kang, (2016), ” The Power of Peripheral Innovation：A Case Study of Amorepacific’s Cushion Foundation”, Research –Technology Management, Vol.59, No.4,21-29. Park, Young-Seaon. (2015),“Does the Rise of the Korean Wave Lead to Cosmetics Export?” The Journal of Asian Finance, Economics and Business, Vol.2, No.4 ,13-20.Porter, Michael E. (1986), Competition in Global Industries, Boston：Harvard Business School Press.Rowley, Chris. and Yongsun Paik, (2009),The Changing Face of Korean Management , London, RoutledgeRoll, Martin, (2015), Asian Brand Strategy: Building and Sustaining Strong Global Brands in Asia, London：Palgrave Macmillan.U.S.A. Department of Commerce, International Trade Administration,”Asia Personal Care & Cosmetic Market Guide 2016”U.S Commercial Service Hong Kong,”Cosmetics & Toiletries Market Overviews 2015”. zh_TW
