| dc.contributor.advisor | 巫立宇<br>張元晨 | zh_TW |
| dc.contributor.author (作者) | 林佳翰 | zh_TW |
| dc.contributor.author (作者) | Lin, Chia-Han | en_US |
| dc.creator (作者) | 林佳翰 | zh_TW |
| dc.creator (作者) | Lin, Chia-Han | en_US |
| dc.date (日期) | 2021 | en_US |
| dc.date.accessioned | 10-二月-2022 13:24:26 (UTC+8) | - |
| dc.date.available | 10-二月-2022 13:24:26 (UTC+8) | - |
| dc.date.issued (上傳時間) | 10-二月-2022 13:24:26 (UTC+8) | - |
| dc.identifier (其他 識別碼) | G0109363047 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/139013 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 企業管理研究所(MBA學位學程) | zh_TW |
| dc.description (描述) | 109363047 | zh_TW |
| dc.description.abstract (摘要) | 運動鞋製造業在傳統產業中佔有重要地位,在運動鞋產業價值鏈活動中,運動鞋之設計、開發與市場行銷大多由歐美品牌掌握,有關生產製造則委由代工廠商負責,代工廠生產運動鞋僅能獲取微薄之利潤,並且時常面臨競爭對手以低價來爭取訂單,促使該產業處於競爭非常激烈的狀態,各家代工廠乃致力由代工製造(OEM)轉型成為代工設計製造(ODM),以保持其競爭優勢。 本研究之個案P公司係為製鞋廠商,成立於1969年,該公司設立之初以生產女鞋為主要業務,逐漸擴大規模到現代化製造工廠,後因為運動鞋單價較女鞋高,決定開設運動鞋生產線,1979年接到國際知名運動品牌Adidas訂單,全面轉為運動鞋品牌代工製鞋。隨著生產製程、研發設計的優化,個案公司在1990年代由 OEM 轉型成為 ODM,逐漸將營業據點擴展到海外,持續擴大事業版圖,以分散風險並降低生產成本。 本研究主要係針對運動鞋產業在新產品開發上之營業活動作為研究主題,透過商業模式圖(Business Model Canvas, BMC),分析個案公司位於海外生產基地之關鍵要素,透過策略行銷 4C 架構分析現有策略規劃與執行,瞭解個案公司如何處理四種不同類型阻礙顧客交易成本的作法,最後結合 BMC 與 4C 架構,探討個案公司成功經營的關鍵因素,期能優化其商業模式、降低顧客交易成本,確保個案公司在新產品開發活動中能夠持續保有其競爭力,以作為歐美品牌重要之長期合作夥伴。 本研究發現,透過明確的價值主張「敬業、忠誠、創新、服務」,能直接影響目標顧客所感受到的效益,並且使得團隊所提供的服務更趨一致;代工廠的關鍵活動,不僅僅是提供優質代工服務、更是要建立良好的研發人才培訓制度,長期而穩定地留住優質客戶;關鍵資源和關鍵伙伴,能使代工廠在提升服務品質的同時,同時將其優質的品牌形象深植顧客心中;透過顧客關係與通路的優勢,可以降低顧客購買前後疑慮,建立品牌與代工廠的專屬資產。本研究藉由探討個案公司之商業模式,以及分析其關鍵要素,提出製造產業在營運過程中可能會面臨之難題及其解決方法,可以作為其他製造業與代工廠商之參考。 | zh_TW |
| dc.description.abstract (摘要) | Traditional industries in Taiwan are facing the challenge of rapid changes in the economic environment domestic and overseas. Companies not only need to maintain a leading position in the industry but also need to remain competitive in both business models and strategies, in order to let themselves keep up with the times and eliminate the stereotype that traditional industries are always sunset industries. The footwear manufacturing industry plays an important role in Taiwan`s traditional industry. From design, product development to marketing, which are always controlled by the occidental brands, and the manufacturer can only earn low profits as well as face competitors that using lower prices to grab the orders, which cause the footwear industry becomes highly competitive. Each manufacturer is dedicated to transforming themselves from OEM to ODM to remain competitive. The company in this case study is a footwear manufacturer, which was established in 1969 and was a typical traditional industry in Taiwan. At the beginning of the establishment of the company, the main business was producing women`s shoes and gradually expanded to a modern manufacturing factory. Later, because the unit price of sports shoes was higher than women`s shoes, the company decided to open a sports shoe production line. In 1979, it received orders from the renowned sports brand “Adidas” and fully converted itself to an OEM factory for sports footwear products. With the optimization of the production process, the company later upgraded itself from an OEM manufacturer to an ODM manufacturer in the late 1990s, as well as gradually expanding its business overseas, and continuing to expand its business footprint to diversify risks and reduce production costs. This study is mainly based on the new products development in the footwear industries. The case study analyzed the key elements of the company overseas factories through the BMC ( Business Model Canvas ) and utilized the 4C marketing strategic framework to understand the company how to handle their four types of customer transaction costs, and finally combined the BMC ( Business Model Canvas ) and 4C structure into conclusion and summarized the key factors for the companies` successful operation, hoping to optimize its business model, reduce customer transaction costs, and ensure that case company can maintain its competitiveness during new product development activities. In conclusion, this case study found few findings below. Firstly, through a clear value proposition, which can directly affect the benefits that target customers perceived, and at the same time can also make the customer services provided by the company to be more consistent. Secondly, the key activities of the manufacturer are not only to provide high-quality manufacturing services, but also to build high-quality and professional teams, remain high-quality customers and continue to obtain long-term and stable customers relationship. Thirdly, the key resources and key partners can enable the manufacturer to improve its quality of service while embedding its high-quality brand image in customer`s hearts. Taking advantage of customer relationships and channels will reduce customer`s concerns before and after their purchase, establish the exclusive assets between brands and their manufacturer. This study not only provided solutions when manufacturing factories facing bottlenecks, but also focused on analyzing BMC business model canvas and its key elements. This study can be used as a reference for other footwear factories as well as other industry manufacturers. | en_US |
| dc.description.tableofcontents | 摘要.............................................I ABSTRACT........................................II 目 次............................................IV 圖目錄............................................V 表目錄............................................VI 第一章 緒論........................................1 第一節 研究背景與動機 ...............................1 第二節 研究目的.....................................2 第三節 研究流程 ....................................3 第貳章 文獻探討 ....................................4 第一節 交易成本理論..................................4 第二節 策略行銷 4C 架構..............................6 第三節 商業模式圖 ..................................15 第參章 研究方法 ................................... 17 第一節 研究方法 ................................... 17 第二節 研究對象 ................................... 18 第三節 資料蒐集方法與工具 ........................... 19 第肆章 產業分析與個案研究 ........................... 20 第一節 產業分析.................................... 20 第二節 個案研究.................................... 22 第三節 以商業模式圖分析P公司..........................38 第四節 以 4C 架構分析P公司...........................43 第五節 以 BMC 與 4C 歸納P公司現有策略規劃及執行........ 47 第伍章 結論與建議 ................................. 49 第一節 研究結論 ................................... 49 第二節 實務建議 ................................... 51 第三節 研究限制.................................... 52 參考文獻.......................................... 53 | zh_TW |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0109363047 | en_US |
| dc.subject (關鍵詞) | 商業模式 | zh_TW |
| dc.subject (關鍵詞) | 策略行銷 4C | zh_TW |
| dc.subject (關鍵詞) | 新產品開發 | zh_TW |
| dc.subject (關鍵詞) | 製造業 | zh_TW |
| dc.subject (關鍵詞) | 代工 | zh_TW |
| dc.subject (關鍵詞) | 運動鞋 | zh_TW |
| dc.title (題名) | 運動鞋製造業之策略行銷與商業模式圖分析-以P公司產品研發為例 | zh_TW |
| dc.title (題名) | Case Analysis of Footwear Manufacturing From 4C Framework Aspect & Business Model Canvas | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 一、中文部分 1 巫立宇、邱志聖(2015),銷售與顧客關係修訂版,新陸出版社。 2 邱志聖(2014),策略行銷分析:架構與實務應用第四版,智勝出版社。 3 司徒達賢(2001),策略管理新論─觀念架構與分析方法,智勝出版社。 4 高瑞霞(2002),國際供應關係與專業代工製造商垂直範圍決策之研究:以運動鞋產業為例,臺灣大學國際企業研究所。 5 陳怡杏(2007),企業價值評估與經營策略之研究-以寶成、豐泰為例,政治大學,經營管理碩士學程,碩士論文。 6 許家瑋(2010),網絡策略動態研究-以臺灣製鞋廠為例,台北大學,企業管理學研究所,碩士論文。 7 連書賢(2004),運動鞋產業垂直分工之起源,中央大學,產業經濟研究所,碩士論文。 8 廖明鈺,(2006),臺灣製鞋產業之競爭策略-以寶成工業股份有限公司為例,國立交通大學,管理學院碩士在職專班管理科學組,碩士論文。 9 陳悅琴(2000),跨國製造合作廠商間競合關係與策略發展研究─NIKE、豐泰、寶成的三角關係,東華大學國際企業管理研究所,碩士論文。 10 黃世肇(2004),NIKE上游製造商之價值網路策略探討--以豐泰公司為例,國立雲林科技大學企業管理系碩士班,碩士論文。 11 張世明(2004)傳統產業轉型升級之研究─以豐泰企業產品研發為例,逢甲大學經營管理碩士在職專班,碩士論文。 12 游宗翰(2013)我國鞋類製造業分析,台經院產經資料庫,代碼:19810。 二、英文部份: 1 Holger Ernst (2002), Success factors of New Product Development: A review of the empirical literature; International Journal of Management Reviews Vol1, pp.3-10. 2 Gareth, S. and Jim, S. (2001), Developing Appropriate measures of New Product Development: A contingency-based Approach; Victoria Story, International Journal of Innovation Management Vol.5, pp.21-47. 3 Hultink, E. J. & Robben, H.S.J.(1995), Measuring new product success : the difference that time perspective makes ,Journal of Product Innovation Management, Vol12,pp392-405 4 Tidd, J. and Bodley, K.(2002), The influence of project novelty on the New Product Development process,R&D management 32. 三、網路文獻 1 GrowthMarketing,零壹行銷 https://growthmarketing.tw/business-model-canvas/ 2 策略行銷分析4C架構新知網站 (4C Framework of Strategic Marketing Analysis) http://sma4c.blogspot.tw/2014/06/4c.html 3 POU CHEN GROUP 公開資訊觀測站 https://www.pouchen.com/index.php/tw/shareholders-services 4 POU CHEN GROUP 投資人關係 https://www.pouchen.com/index.php/tw/investor-relations | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202200022 | en_US |
