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題名 OEM/ODM廠商轉型自有品牌經營之行銷通路建構歷程研究–以明基電通為例
A STUDY ON MARKETING CHANNEL BUILDING PROCESS OF OEM/ODM COMPANIES IN TRANSFORMATION TO OBM
作者 林子正
貢獻者 吳豐祥
林子正
關鍵詞 自創品牌
行銷通路
動態能力
組織學習
OBM
Marketing Channel
Organizational Learning
Dynamic Capability
日期 2005
上傳時間 18-Sep-2009 09:30:10 (UTC+8)
摘要 回顧近50年來台灣的產業發展歷程，自1980年進入資訊電子產業以後，經濟發展始開始呈現高度成長。時至2004，台灣主要硬體產品在海內外總產值達到684億美元，高居全球前五位，並預估2006年可達到800億美元。我國資訊電子產業自80年代初期乃是以OEM（Original Equipment Manufacturing）代工的方式開始發展，憑藉著廉價的勞力及土地等生產要素，達到低成本的製造優勢；然而近年來，台灣選擇專業代工的風險已開始逐漸顯現。隨著資訊產品發展成熟，普及率增加，品牌廠商為了提高市場佔有率，也開始進入以價格競爭的階段；此外，當初具有之成本優勢也隨著中國大陸經濟體的興起以及勞動成本、土地成本等上升而日漸消失，因此台灣資訊電子廠商走向微笑曲線兩端的趨勢已經無法避免。

有鑑於上述的產業發展現況，近年來學術界對於自有品牌相關議題的研究也愈發重視。然而，過去的研究重點往往放在自有品牌的發展策略、關鍵成功因素等策略層面或理論層面的探討，對於建立自有品牌實務歷程的研究則著墨較少。在自創品牌的相關研究中，除了眾多學者多認為行銷通路建立為自創品牌關鍵成功因素之外，宏碁集團創辦人施振榮也曾特別指出：「建立品牌過程中，通路的建立是重點」，故本篇論文針對自創品牌關鍵成功因素之一的「行銷通路建構歷程」進行研究。本研究透過個案研究的方式，針對國內資訊電子業建立自有品牌上較具成功經驗之企業 － 明基電通（BenQ）加以深入探討，期能得到新的啟發，並供實務界參考，為台灣的產業升級做出貢獻。

本研究首先透過相關文獻的探討，瞭解可作為分析通路建構歷程之相關文獻，包括「自有品牌建立」、「通路理論」、「動態能力」、「組織學習」等相關理論，並透過個案公司訪談以及次級文獻蒐集獲得個案公司資訊，最後分析個案公司 之通路建構歷程。本研究之發現如下：

1. 由OEM/ODM轉型自有品牌經營之企業，其通路建構歷程會先進行行銷（通路）部門的組織設計與改造、運作流程設計、以及行銷通路人員的招募等前置作業
2. 由OEM/ODM轉型自有品牌經營之企業在建立自有品牌產品之行銷通路時，其自有品牌產品線與其代工產品關連性愈高，則通路建構歷程愈易於進行，且通路績效表現愈佳
3. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，會致力於進行雙迴圈學習及高階學習，並建立新的價值觀及規範，以提升通路建構及通路管理之成效
4. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若能夠在創造學習外取得新的知識來源或他人的通路經驗以進行模仿學習，則有助於通路建構績效之提升
5. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若能夠透過跨產品線、跨市場地區的行銷通路相關人員進行定期交流聚會與知識分享，則有助於通路建構績效之提升
6. 由OEM/ODM轉型自有品牌經營之企業，若能夠將通路建構歷程中所取得的知識及經驗進行資料庫之建構，則有助於通路建構績效之提升
7. 由OEM/ODM轉型自有品牌經營之企業，若其組織具有較高的組織彈性以及較快的回應能力，則有助於通路建構績效之提升
8. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若於目標市場擁有足夠的市場性資產（如商譽）、結構性資產（如製造能力、供應鏈管理），則有助於通路建構績效之提升
9. 企業在建構國際通路時，其通路策略及通路管理作法上會視各國市場特性之不同而有所不同
10. 企業在建構國際通路時，其相關通路建構之主要決策權若由各地子公司掌握，則有助於企業通路建構及通路管理之成效
11. 企業在建構國際通路時，若能夠使用在地人力資源，則有助於通路建構之進行
The electronic industry first developed in Taiwan in 1980s by OEM operation. But with the strong challenge from China and the pressure of price competition, the risk of OEM/ODM business model is growing higher and higher nowadays. Given this industry condition, academic and industrial filed are paying more attention to those issues about transformation from OEM/ODM to OBM. Nevertheless, “Building Marketing Channel”, which is one critical factor in the transformation process, is neglected among others. Therefore, this research focuses on the practical building process of marketing channel, not only aims to trigger the following studies on this issue, but also like to find some insights into the marketing channel building process and help the industry to succeed in the transformation from OEM/ODM to OBM.

Compare to other studies that more focus on the “Channel Strategy” or channel itself, this research focuses on an issue that rarely be touched by researchers. For that reason, this research is more an “Exploratory Research” essentially. This research adopts “Case-Study Method”, looks into the marketing channel building process by interviewing with personnel of case company and reading second-hand materials about the case company, then derives findings and conclusions by analysis the building process with the framework of “Dynamic Capability” and “Organizational Learning”

Findings of this research could be divided into three major subjects, following list each of the three subjects and the implication of it.

1. Features of marketing channel building process of OEM/ODM companies
in transformation to OBM
Marketing channel building process of OEM/ODM companies in transformation to OBM should be initiated by designing the marketing related function and organization structure

2. Marketing channel building process and “Organizational Learning”
Companies in transformation to OBM should engage in “Double-loop Learning” to enhance the result of marketing channel building process

3. Marketing channel building process and “Dynamic Capability”
Companies in transformation to OBM should improve capabilities of “Process” and “Position” categories to enhance the result of marketing channel building process

For industry practice, this research suggests that companies should endeavor to obtain necessary knowledge, create as many sources of learning as possible, and also design an effective organizational learning system in the marketing channel building process. In the other hand, companies should also improve their dynamic capabilities with the new knowledge in the whole process, especially in “Process” and “Position” categories. For academic field, since the major limit of this research is the lack of inferential reliability with single-case method, this research suggest following researchers to conduct further research on this topic with multi-case or quantitative method and verify the findings and conclusions of this research.
參考文獻 一、中文部分
博碩士論文
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期刊、研究報告及會議論文
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圖書
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55. Shweder, R. A. (1980), Fallible Judgment in Behavioral Research, San Francisco, Jossey-Bass
56. Simon, H. A. (1953), “Birth of an Organization: The Economic cooperation Administration”, Public Administrative Review, 13(4), pp.227-236
57. Stern, L. W. & El-Ansary, A. I. (1992), Marketing Channels, Englewood Cliffs, N.J., Prentice-Hall
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67. Zollo, M. & Winter, S. G. (2002), “Deliberate Learning and the Evolution of Dynamic Capabilities”, Organization Science, 13(3), 339-351
三、網站
1. 明基電通網站 http://www.benq.com.tw
2. 經濟部國貿局台灣品牌網站 http://www.brandingtaiwan.com.tw
描述 碩士
國立政治大學
科技管理研究所
93359039
94
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0093359039
資料類型 thesis
dc.contributor.advisor 吳豐祥zh_TW
dc.contributor.author (Authors) 林子正zh_TW
dc.creator (作者) 林子正zh_TW
dc.date (日期) 2005en_US
dc.date.accessioned 18-Sep-2009 09:30:10 (UTC+8)-
dc.date.available 18-Sep-2009 09:30:10 (UTC+8)-
dc.date.issued (上傳時間) 18-Sep-2009 09:30:10 (UTC+8)-
dc.identifier (Other Identifiers) G0093359039en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/34343-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 科技管理研究所zh_TW
dc.description (描述) 93359039zh_TW
dc.description (描述) 94zh_TW
dc.description.abstract (摘要) 回顧近50年來台灣的產業發展歷程，自1980年進入資訊電子產業以後，經濟發展始開始呈現高度成長。時至2004，台灣主要硬體產品在海內外總產值達到684億美元，高居全球前五位，並預估2006年可達到800億美元。我國資訊電子產業自80年代初期乃是以OEM（Original Equipment Manufacturing）代工的方式開始發展，憑藉著廉價的勞力及土地等生產要素，達到低成本的製造優勢；然而近年來，台灣選擇專業代工的風險已開始逐漸顯現。隨著資訊產品發展成熟，普及率增加，品牌廠商為了提高市場佔有率，也開始進入以價格競爭的階段；此外，當初具有之成本優勢也隨著中國大陸經濟體的興起以及勞動成本、土地成本等上升而日漸消失，因此台灣資訊電子廠商走向微笑曲線兩端的趨勢已經無法避免。

有鑑於上述的產業發展現況，近年來學術界對於自有品牌相關議題的研究也愈發重視。然而，過去的研究重點往往放在自有品牌的發展策略、關鍵成功因素等策略層面或理論層面的探討，對於建立自有品牌實務歷程的研究則著墨較少。在自創品牌的相關研究中，除了眾多學者多認為行銷通路建立為自創品牌關鍵成功因素之外，宏碁集團創辦人施振榮也曾特別指出：「建立品牌過程中，通路的建立是重點」，故本篇論文針對自創品牌關鍵成功因素之一的「行銷通路建構歷程」進行研究。本研究透過個案研究的方式，針對國內資訊電子業建立自有品牌上較具成功經驗之企業 － 明基電通（BenQ）加以深入探討，期能得到新的啟發，並供實務界參考，為台灣的產業升級做出貢獻。

本研究首先透過相關文獻的探討，瞭解可作為分析通路建構歷程之相關文獻，包括「自有品牌建立」、「通路理論」、「動態能力」、「組織學習」等相關理論，並透過個案公司訪談以及次級文獻蒐集獲得個案公司資訊，最後分析個案公司 之通路建構歷程。本研究之發現如下：

1. 由OEM/ODM轉型自有品牌經營之企業，其通路建構歷程會先進行行銷（通路）部門的組織設計與改造、運作流程設計、以及行銷通路人員的招募等前置作業
2. 由OEM/ODM轉型自有品牌經營之企業在建立自有品牌產品之行銷通路時，其自有品牌產品線與其代工產品關連性愈高，則通路建構歷程愈易於進行，且通路績效表現愈佳
3. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，會致力於進行雙迴圈學習及高階學習，並建立新的價值觀及規範，以提升通路建構及通路管理之成效
4. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若能夠在創造學習外取得新的知識來源或他人的通路經驗以進行模仿學習，則有助於通路建構績效之提升
5. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若能夠透過跨產品線、跨市場地區的行銷通路相關人員進行定期交流聚會與知識分享，則有助於通路建構績效之提升
6. 由OEM/ODM轉型自有品牌經營之企業，若能夠將通路建構歷程中所取得的知識及經驗進行資料庫之建構，則有助於通路建構績效之提升
7. 由OEM/ODM轉型自有品牌經營之企業，若其組織具有較高的組織彈性以及較快的回應能力，則有助於通路建構績效之提升
8. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若於目標市場擁有足夠的市場性資產（如商譽）、結構性資產（如製造能力、供應鏈管理），則有助於通路建構績效之提升
9. 企業在建構國際通路時，其通路策略及通路管理作法上會視各國市場特性之不同而有所不同
10. 企業在建構國際通路時，其相關通路建構之主要決策權若由各地子公司掌握，則有助於企業通路建構及通路管理之成效
11. 企業在建構國際通路時，若能夠使用在地人力資源，則有助於通路建構之進行		zh_TW
dc.description.abstract (摘要) The electronic industry first developed in Taiwan in 1980s by OEM operation. But with the strong challenge from China and the pressure of price competition, the risk of OEM/ODM business model is growing higher and higher nowadays. Given this industry condition, academic and industrial filed are paying more attention to those issues about transformation from OEM/ODM to OBM. Nevertheless, “Building Marketing Channel”, which is one critical factor in the transformation process, is neglected among others. Therefore, this research focuses on the practical building process of marketing channel, not only aims to trigger the following studies on this issue, but also like to find some insights into the marketing channel building process and help the industry to succeed in the transformation from OEM/ODM to OBM.

Compare to other studies that more focus on the “Channel Strategy” or channel itself, this research focuses on an issue that rarely be touched by researchers. For that reason, this research is more an “Exploratory Research” essentially. This research adopts “Case-Study Method”, looks into the marketing channel building process by interviewing with personnel of case company and reading second-hand materials about the case company, then derives findings and conclusions by analysis the building process with the framework of “Dynamic Capability” and “Organizational Learning”

Findings of this research could be divided into three major subjects, following list each of the three subjects and the implication of it.

1. Features of marketing channel building process of OEM/ODM companies
in transformation to OBM
Marketing channel building process of OEM/ODM companies in transformation to OBM should be initiated by designing the marketing related function and organization structure

2. Marketing channel building process and “Organizational Learning”
Companies in transformation to OBM should engage in “Double-loop Learning” to enhance the result of marketing channel building process

3. Marketing channel building process and “Dynamic Capability”
Companies in transformation to OBM should improve capabilities of “Process” and “Position” categories to enhance the result of marketing channel building process

For industry practice, this research suggests that companies should endeavor to obtain necessary knowledge, create as many sources of learning as possible, and also design an effective organizational learning system in the marketing channel building process. In the other hand, companies should also improve their dynamic capabilities with the new knowledge in the whole process, especially in “Process” and “Position” categories. For academic field, since the major limit of this research is the lack of inferential reliability with single-case method, this research suggest following researchers to conduct further research on this topic with multi-case or quantitative method and verify the findings and conclusions of this research.		en_US
dc.description.tableofcontents 第1章 緒論 1
1-1 研究背景與動機 1
1-2 研究目的與問題 3
1-3 研究範圍 4
1-4 論文架構 5
第2章 文獻探討 7
2-1 自有品牌的創立 7
2-1-1 自創品牌應具備之條件及關鍵成功因素 7
2-1-3 小結 10
2-2 通路理論 10
2-2-1 行銷通路之定義及功能 10
2-2-2 通路商之分類 13
2-2-3 行銷通路之結構 14
2-2-4 通路績效 26
2-2-5 通路設計步驟 28
2-2-6 小結 29
2-3 動態能力理論 30
2-3-1 動態能力理論發展背景 30
2-3-2 動態能力的定義及意涵 32
2-3-3 影響動態能力的因素 41
2-3-4 動態能力與組織學習之連結 42
2-3-5 小結 44
2-4 組織學習理論 45
2-4-1 組織學習理論發展背景 45
2-4-2 組織學習的定義 46
2-4-3 組織學習的分類 47
2-4-4 組織學習的程序 52
2-4-5 小結 56
第3章 研究設計與方法 58
3-1 研究方法 58
3-2 研究架構與變數說明 60
3-2-1 研究架構 60
3-2-2 研究變項 61
3-3 研究對象 62
3-3-1 個案數目 62
3-3-2 個案選擇 63
3-4 資料蒐集方式 65
3-4-1 個案公司訪談 65
3-4-2 次級資料蒐集 66
3-5 研究限制 66
第4章 個案分析 69
4-1 個案公司背景 69
4-1-1 基本資料 69
4-1-2 發展歷程 70
4-1-3 產品範疇及策略 76
4-1-4 組織架構 78
4-2 通路建構歷程分析 82
4-2-1 行銷部門組織設計階段 84
4-2-2 內外部環境評估 87
4-2-3 通路策略選擇階段 92
4-2-4 通路策略執行 95
4-2-5 小結 97
4-3 組織學習機制 99
4-3-1 通路建構歷程中組織學習類型 99
4-3-2 通路建構歷程中組織學習程序 100
4-3-3 小結 102
4-4 動態能力 102
4-4-1 通路建構前動態能力之累積 102
4-4-2 動態能力與通路建構關鍵作為 104
4-4-3 小結 106
第5章 研究發現與討論 107
5-1 代工轉型自有品牌企業之通路建構特點 107
5-1-1 OEM/ODM廠商行銷部門之設立 107
5-1-2 代工業務及通路建構之關連性 108
5-2 通路建構歷程與組織學習 109
5-2-1 通路建構歷程與學習類型 109
5-2-2 通路建構歷程與學習方式 110
5-2-3 通路建構歷程與知識擴散 111
5-2-4 通路建構歷程與知識儲存 112
5-3 通路建構歷程與動態能力 112
5-3-1 通路建構歷程與「程序」 113
5-3-2 通路建構歷程與「定位」 113
5-4 國際通路建構歷程 114
5-4-1 因地制宜的國際通路策略 114
5-4-2 地方自治的通路管理 115
5-4-3 在地化的人力資源組成 116
第6章 結論與建議 117
6-1 研究結論 117
6-2 管理意涵 118
6-3 後續研究建議 119
參考文獻 121		zh_TW
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dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0093359039en_US
dc.subject (關鍵詞) 自創品牌zh_TW
dc.subject (關鍵詞) 行銷通路zh_TW
dc.subject (關鍵詞) 動態能力zh_TW
dc.subject (關鍵詞) 組織學習zh_TW
dc.subject (關鍵詞) OBMen_US
dc.subject (關鍵詞) Marketing Channelen_US
dc.subject (關鍵詞) Organizational Learningen_US
dc.subject (關鍵詞) Dynamic Capabilityen_US
dc.title (題名) OEM/ODM廠商轉型自有品牌經營之行銷通路建構歷程研究–以明基電通為例zh_TW
dc.title (題名) A STUDY ON MARKETING CHANNEL BUILDING PROCESS OF OEM/ODM COMPANIES IN TRANSFORMATION TO OBMen_US
dc.type (資料類型) thesisen
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dc.relation.reference (參考文獻) 博碩士論文zh_TW
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dc.relation.reference (參考文獻) 22. 鄭筱芸（民94），〈動態能力之前置因素與後續效果之探討〉，國立東華大學企業管理研究所碩士論文zh_TW
dc.relation.reference (參考文獻) 23. 盧韋斯（民85），〈組織學習的理論性探究〉，國立政治大學公共行政研究所博士論文zh_TW
dc.relation.reference (參考文獻) 24. 賴義龍（民89），〈台灣軟體產業技術知識網路和組織動態能力研究：以趨勢科技公司為例〉，國立政治大學經營管理碩士學程碩士論文zh_TW
dc.relation.reference (參考文獻) 期刊、研究報告及會議論文zh_TW
dc.relation.reference (參考文獻) 1. 中華經濟研究院（民92），「如何提升產業價值鏈延伸至品牌及通路之策略」，經濟部工業局九十二年度推動企業營運總部計畫研究報告，頁5zh_TW
dc.relation.reference (參考文獻) 2. 李小娟（民78）年，「產品的第二生命」，台灣經濟研究月刊，第十二卷第二期，頁41-43zh_TW
dc.relation.reference (參考文獻) 3. 張愛華（民87），「高科技企業策略型態、行銷導向與績效之關聯」，行政院國家科學委員會補助專題研究報告zh_TW
dc.relation.reference (參考文獻) 4. 陳更生、林唐裕(民78)，「OEM？還是自創品牌？」，台灣經濟研究月刊，第134期，頁44-48zh_TW
dc.relation.reference (參考文獻) 5. 黃思明（民83），「台灣物流業者的類型與核心管理技術」，物流管理系列學術研討會暨座談會，頁5zh_TW
dc.relation.reference (參考文獻) 圖書zh_TW
dc.relation.reference (參考文獻) 1. 方世榮（民85），《行銷學》，三民書局出版zh_TW
dc.relation.reference (參考文獻) 2. 王睦舜 (民87)，《國際行銷學》，考用出版社出版，頁255zh_TW
dc.relation.reference (參考文獻) 3. 林建煌（民89），《行銷管理》，智勝文化事業出版，頁337zh_TW
dc.relation.reference (參考文獻) 4. 施振榮（民93），《宏碁的世紀變革》，天下文化出版，頁189zh_TW
dc.relation.reference (參考文獻) 5. 施振榮（民94），《全球品牌大戰略─品牌先生施振榮觀點》，天下文化出版zh_TW
dc.relation.reference (參考文獻) 6. 翁景民、胡同來譯（民91），《行銷通路》，華泰文化出版zh_TW
dc.relation.reference (參考文獻) 7. 張紹勳（民90），《研究方法》，滄海出版社出版，頁303-304zh_TW
dc.relation.reference (參考文獻) 8. 張紹勳（民93），《研究方法》，滄海出版社出版，頁293zh_TW
dc.relation.reference (參考文獻) 9. 許士軍(民73)，《管理學》，東華書局。zh_TW
dc.relation.reference (參考文獻) 10. 郭昆謨（民76），《國際行銷》，初版，三民出版社出版zh_TW
dc.relation.reference (參考文獻) 11. 黃俊英（民89），《行銷研究概論》，第三版，華泰文化出版zh_TW
dc.relation.reference (參考文獻) 12. 董旭英、黃儀娟譯（民89），《次級資料研究法》，弘智文化出版zh_TW
dc.relation.reference (參考文獻) 13. 劉仁傑（民90），《讓競爭者學不像》，遠流出版社出版zh_TW
dc.relation.reference (參考文獻) 14. 魏啟林（民82），《策略行銷》，時報文化出版zh_TW
dc.relation.reference (參考文獻) 二、英文部分zh_TW
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dc.relation.reference (參考文獻) 三、網站zh_TW
dc.relation.reference (參考文獻) 1. 明基電通網站 http://www.benq.com.twzh_TW
dc.relation.reference (參考文獻) 2. 經濟部國貿局台灣品牌網站 http://www.brandingtaiwan.com.twzh_TW