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題名 代工業者發展與推動自有品牌之研究
Transforming from OEM and ODM Models to OBM Models作者 劉恕偉
Liu, Su-Wei貢獻者 于卓民<br>彭朱如
Yu, Chwo-Ming<br>Peng, Tzu-Ju
劉恕偉
Liu, Su-Wei關鍵詞 代工
品牌
轉型日期 2020 上傳時間 1-Jul-2020 13:30:29 (UTC+8) 摘要 代工業者的主要能力是設計與製造，如選擇發展自有品牌，其實並非原有能力之升級，而是代表選擇不同的經營模式，需要發展不同的資源與能力。本研究主要目的是探討代工業者如何推動自有品牌，主要議題包含：發展自有品牌之經營模式應要考慮哪些重點，需要發展哪些能力，這些能力應如何培養，如何在維繫代工客戶關係之下制定品牌發展策略，如何落實品牌策略並持續提升品牌能力。本研究採用個案研究法，針對四個具一定規模並已有品牌國際化實績的台灣企業進行研究。研究結果發現，領導者發展品牌的企圖心是決定品牌發展的關鍵因素。品牌企圖心來自領導者的理想、期待或壓力，品牌企圖心會影響自有品牌推動時對相關資源的配置，進而影響品牌發展能力的發展。品牌發展在初期雖然主要藉助於代工所累積之資源與能力，但是與代工客戶之關係卻會弱化品牌企圖心。在這種矛盾之下發展自有品牌，為了避免與代工客戶之間產生衝突，可以在市場定位及市場進入策略上採取與代工客戶差異化之策略。在品牌策略執行面則應以產品與通路經營為主，從通路回饋的市場與行銷結果等資訊是修正品牌策略的重要依據，執行與回饋也是達成組織學習並累積品牌能力的過程，透過不斷執行、回饋與調整可以達到持續提升品牌績效之目的。除了研究發現與意涵之外，本研究也整理出完整的代工業者自有品牌發展架構圖供有意發展自有品牌之代工業者參考。
When firms transform from pursuing OEM or ODM models to creating their own brands, they are not only purely upgrading their capabilities in design and manufacturing but also developing different types of resources and capabilities.The main purpose of this research is to investigate how OEM or ODM firms promote their own brands and the main issues addressed are: what are the important issues to consider when developing their own brands? What capabilities should firms possess and how to cultivate them? How do firms develop branding strategies while maintaining relationships with OEM/ODM clients? And how do firms implement branding development strategies and continuously building brand capabilities?This research uses case study methodology, conducted towards the performance of four Taiwanese firms with a certain business scale. The research result shows that the leader`s ambition is a key factor in determining brand development. The brand’s ambition comes from the leader’s ideology, expectations, or pressure. Brand ambition influences the allocation of related resources while promoting the brand, which then affects the development of brand capabilities.Although in the early stages, brand development mainly relies on the resources and capabilities of OEM or ODM itself, the relationship with OEM/ODM clients can weaken brand ambition. Under this contradicting situation, brands can adopt market positioning and market entry strategies that are different from their clients’ in order to avoid conflicts and continuously building brand capabilities.In terms of brand strategy implementation, the products and channel operations should be the main focus. Information from the channels such as market conditions and marketing results, is an important basis for revising the brand strategies. Through continuous implementation, feedback, and adjustments, the objective of continuously improving brand performance can be achieved. 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國立政治大學
企業管理學系
105355503資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105355503 資料類型 thesis dc.contributor.advisor 于卓民<br>彭朱如 zh_TW dc.contributor.advisor Yu, Chwo-Ming<br>Peng, Tzu-Ju en_US dc.contributor.author (Authors) 劉恕偉 zh_TW dc.contributor.author (Authors) Liu, Su-Wei en_US dc.creator (作者) 劉恕偉 zh_TW dc.creator (作者) Liu, Su-Wei en_US dc.date (日期) 2020 en_US dc.date.accessioned 1-Jul-2020 13:30:29 (UTC+8) - dc.date.available 1-Jul-2020 13:30:29 (UTC+8) - dc.date.issued (上傳時間) 1-Jul-2020 13:30:29 (UTC+8) - dc.identifier (Other Identifiers) G0105355503 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/130486 - dc.description (描述) 博士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理學系 zh_TW dc.description (描述) 105355503 zh_TW dc.description.abstract (摘要) 代工業者的主要能力是設計與製造，如選擇發展自有品牌，其實並非原有能力之升級，而是代表選擇不同的經營模式，需要發展不同的資源與能力。本研究主要目的是探討代工業者如何推動自有品牌，主要議題包含：發展自有品牌之經營模式應要考慮哪些重點，需要發展哪些能力，這些能力應如何培養，如何在維繫代工客戶關係之下制定品牌發展策略，如何落實品牌策略並持續提升品牌能力。本研究採用個案研究法，針對四個具一定規模並已有品牌國際化實績的台灣企業進行研究。研究結果發現，領導者發展品牌的企圖心是決定品牌發展的關鍵因素。品牌企圖心來自領導者的理想、期待或壓力，品牌企圖心會影響自有品牌推動時對相關資源的配置，進而影響品牌發展能力的發展。品牌發展在初期雖然主要藉助於代工所累積之資源與能力，但是與代工客戶之關係卻會弱化品牌企圖心。在這種矛盾之下發展自有品牌，為了避免與代工客戶之間產生衝突，可以在市場定位及市場進入策略上採取與代工客戶差異化之策略。在品牌策略執行面則應以產品與通路經營為主，從通路回饋的市場與行銷結果等資訊是修正品牌策略的重要依據，執行與回饋也是達成組織學習並累積品牌能力的過程，透過不斷執行、回饋與調整可以達到持續提升品牌績效之目的。除了研究發現與意涵之外，本研究也整理出完整的代工業者自有品牌發展架構圖供有意發展自有品牌之代工業者參考。 zh_TW dc.description.abstract (摘要) When firms transform from pursuing OEM or ODM models to creating their own brands, they are not only purely upgrading their capabilities in design and manufacturing but also developing different types of resources and capabilities.The main purpose of this research is to investigate how OEM or ODM firms promote their own brands and the main issues addressed are: what are the important issues to consider when developing their own brands? What capabilities should firms possess and how to cultivate them? How do firms develop branding strategies while maintaining relationships with OEM/ODM clients? And how do firms implement branding development strategies and continuously building brand capabilities?This research uses case study methodology, conducted towards the performance of four Taiwanese firms with a certain business scale. The research result shows that the leader`s ambition is a key factor in determining brand development. The brand’s ambition comes from the leader’s ideology, expectations, or pressure. Brand ambition influences the allocation of related resources while promoting the brand, which then affects the development of brand capabilities.Although in the early stages, brand development mainly relies on the resources and capabilities of OEM or ODM itself, the relationship with OEM/ODM clients can weaken brand ambition. Under this contradicting situation, brands can adopt market positioning and market entry strategies that are different from their clients’ in order to avoid conflicts and continuously building brand capabilities.In terms of brand strategy implementation, the products and channel operations should be the main focus. Information from the channels such as market conditions and marketing results, is an important basis for revising the brand strategies. Through continuous implementation, feedback, and adjustments, the objective of continuously improving brand performance can be achieved. In addition to the research findings and implications, this research also compiles a complete construct of brand developments for ODM or OEM firms who intend on developing their own brands to reference. en_US dc.description.tableofcontents 目錄 I表目錄 III圖目錄 IV第一章 研究議題與研究貢獻 5第一節 研究動機與背景–代工業者自有品牌之推動 5第二節 研究議題說明 9第三節 研究目的與預期貢獻 15第四節 研究方法與論文章節說明 18第二章 個案分析與研究發現 30第一節 A個案公司 30第二節 B個案公司 55第三節 C個案公司 70第四節 D個案公司 82第五節 研究發現彙整 93第三章 研究與意涵 105第一節 代工業者選擇發展自有品牌之決策 107第二節 代工業者自有品牌發展能力之探討 120第三節 代工業者自有品牌發展策略之制定 130第四節 代工業者自有品牌策略執行之重點 139第五節 代工業者兼營品牌之組織 144第六節 代工業者自有品牌能力學習途徑 154第七節 代工業者自有品牌發展效益之分析 160第四章 結論與建議 166第一節 研究結論 166第二節 實務意涵與理論貢獻 172第三節 研究限制與後續研究建議 175參考文獻 178附錄一 怡業股份有限公司—經營模式之選擇 189 zh_TW dc.format.extent 10013602 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105355503 en_US dc.subject (關鍵詞) 代工 zh_TW dc.subject (關鍵詞) 品牌 zh_TW dc.subject (關鍵詞) 轉型 zh_TW dc.title (題名) 代工業者發展與推動自有品牌之研究 zh_TW dc.title (題名) Transforming from OEM and ODM Models to OBM Models en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文部分丁虹、司徒達賢、吳靜吉(1988)，「企業文化與組織承諾之關係研究」，管理評論，第七卷，頁173-198。于卓民(2000)，國際企業：環境與管理，台北：華泰文化。王詩一、陳威如(2016)，決勝平台時代：第一本平台化轉型實戰攻略，台北：商業週刊。司徒達賢(2005)，策略管理新論，台北：智勝文化。司徒達賢(2010)，管理學的新世界，台北：天下文化。朱文儀、黃延聰(2002)，「國際策略聯盟中廠商間知識移轉與廠商能力發展」，台灣管理學刊，第二卷第一期，頁105-124。別蓮蒂、陳明怡、劉吉傑(2012)，「領導者特質、企業文化與品牌個性間之關係初探－長期歷史觀點」，管理評論，第三十一卷第三期，頁49-72。吳長生、洪順慶(2006)，「公司特性、地主國特性、標準化策略與國際行銷績效之關係」，中山管理評論，第十四卷第二期，頁451-486。吳慈珮、朱俐穎、周霞麗(2018)，台灣品牌發展策略思維，民109年4月19日，檢自：https://www.tier.org.tw/achievements/pec3010.aspx?GUID=8353449a-ffd1-49d8-8597-f3dbd9d1a1a8吳豐祥、林子正(2008)，「我國OEM/ODM轉自有品牌廠商建構行銷通路之個案研究－動態能力與組織學習的觀點」，行銷評論，第五卷第三期，頁347-369。李山(2011)，代工廠自創品牌動態競合策略探討，政治大學企業管理研究所學位論文。李仁芳、高鴻翔(2011)，「掌握價值活動重組契機－後進廠商的邊陲進入策略」，管理評論，第三十卷第一期，頁1-16。林建煌(2006)，行銷學，台北：華泰文化。林婷鈴、陳靜怡、任立中(2007)，「解析自有品牌策略與績效關係的迷思：層級貝氏迴歸模式之運用」，臺大管理論叢，第十八卷第一期，頁117-149。品牌台灣發展計畫網站(2019)，民109年4月19日，檢自：https://www.branding-taiwan.tw/。施振榮(1996)，再造宏碁，台北:天下文化。洪清德(2004)，「使命感，客戶網路和供應商網路：影響我國電子資訊產業代工和自創品牌策略抉擇因素的探討」，管理學報，第二十一卷第四期，頁451-476。洪順慶、孫國寧(2009)，「品牌故事：台灣企業自創國際品牌之發展」，行銷科學學報，第五卷第二期，頁129-160。康敏平、司徒達賢(2007)，「關係專屬投資是一種負債？台灣代工廠商的個案研究」，臺大管理論叢，第十八卷第一期，頁21-53。張殿文(2005)，虎與狐：郭台銘的全球競爭策略，台北:天下文化。許文宗、王俊如(2012)，「模仿同形與關係專屬性投資一以台灣代工廠商為例」，管理學報，第二十九卷第六期，頁619-637。許世函(2014)，「代工vs.潮產 台灣代工邁入智造新時代」，經貿透視雙周刊，第三百八十五期，頁70-74。郭重松(2017)，「選擇產品自有品牌/OEM 商業模式之動態」，中山管理評論，第二十五卷第四期，頁791-828。郭重松(2017)，探索品牌與代工雙元營運模式的選擇和運作，臺灣大學國際企業學研究所學位論文。陳厚銘、柯雅菁、張幼齡(2010)，「什麼是台灣廠商從代工到自有品牌經營之最有效組織結構？」，行銷科學學報，第六卷第二期，頁81-106。陳振祥(1997)，ODM策略之理論架構與實證，國立臺灣大學商學研究所博士論文。陳筱琪、唐迎華、楊佳翰、羅佩文(2011)，「合作網絡效益與高科技品牌建立之關聯模式分析」，管理評論，第三十卷第三期，頁 93-115。陳賢民(2013)，達芙妮從代工到品牌其資源與營運範疇之研究，政治大學經營管理碩士學程學位論文。陳建維(2019)，「全球品牌發展趨勢與重要性由整體產業升級轉型面觀之」，台灣經濟研究月刊，第四十二卷第七期，頁14-19。彭朱如、劉哲瑋、顏孟賢(2015)，「從代工到自創品牌：在合作中啟動競爭」，管理學報，第三十二卷第四期，頁347-369。湯明哲、李吉仁(1999)，「外包與專業製造商：雙贏的策略」，遠見雜誌，第六十二期，頁172-175。黃延聰(2006)，「代工聯盟中產品開發能力之提昇：知識管理過程觀點」，中山管理評論，第十四卷第四期，頁881-914。黃延聰、黃淑琴(2009)，「內部品牌化：臺灣國際品牌廠商之研究」，台灣管理學刊，第九卷第一期，頁65-96。黃俊閎、黃仁伯、李俊毅、李坤祐(2008)，「自有品牌行銷與代工製造並行模式的關鍵資源：台灣傳統產業與資訊產業的比較」，數據分析，第三卷第二期，頁49-76。黃銘章(2002)，影響代工供應商與顧客間夥伴關係因素之研究-以台灣電子資訊產業為例，國立政治大學企業管理學系博士論文。楊達凱(2016)，「從OEM/ODM轉型成OBM組織結構之兩難」，多國籍企業管理評論，第十卷第一期，頁25-44。廖述賢、吳啟絹、胡大謙、樂薏嵐(2008)，「組織文化、知識取得、組織學習與組織創新關聯性之研究」，人力資源管理學報，第八卷第四期，頁1-29。瞿宛文(2006)，「台灣後起者能藉自創品牌升級嗎？」，台灣社會研究季刊，第六十三期，頁1-52。英文部分Aaker, D.A. 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