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題名 代工轉品牌：外部環境、組織能力與供應商-買者關係對發展自有品牌績效之研究
From contract manufacturer to own branding: the effect of external environment, organizational capabilities and supplier-buyer relationship on the performance of own branding
作者 王政權
Wang, Cheng Chuan
貢獻者 別蓮蒂<br>黃國峯
王政權
Wang, Cheng Chuan
關鍵詞 代工業務
自有品牌
量化研究
contract manufacturing
own branding
quantitative research
日期 2011
上傳時間 30-Oct-2012 11:18:34 (UTC+8)
摘要 自1990年代開始，因應眾多新崛起的開發中國家以低廉人力成本優勢切入代工業務及產業中更激烈的價格競爭，台灣產業開始思考如何從過去在代工業務的製造優勢轉投入更高附加價值的活動以維持競爭力，而擁有高利潤率的自有品牌模式成為最受注目的方式，使「代工轉品牌」成為熱門議題。然而自有品牌與製造代工業務是截然不同的商業模式，如何從代工成功轉型經營品牌的關鍵因素持續被關注。本研究即欲透過實證研究，了解從代工轉營品牌績效較佳的廠商當時在外部產業環境、內部組織能力和供應商-買主關係等三方面的獨到之處。

為了透過分析大量的台灣代工轉品牌案例獲得實證結果，本研究採取量化方法，並以判斷抽樣的方式進行全國性問卷調查。透過回收74份有效的台灣案例廠商樣本，分析案例廠商當時在產業及組織的內外部情形對日後發展自有品牌績效的影響。在外部環境上，探討市場異質性、產品生命週期、產業集中度與技術動態性；內部組織能力上，了解代工廠商的行銷能力與動態能力程度；供應商-買主關係方面，則討論品牌業務的差異性及在代工業務上對客戶的依賴性。

研究結果顯示，代工廠商能長期經營自有品牌績效較佳者，當初品牌選擇的產業及市場具備有低度市場異質性與高度技術動態性的特徵；然而對於科技業來說，高度的技術動態性並不利於品牌的初期發展；而代工時期組織內部的行銷能力、動態能力對於轉營品牌的績效皆沒有顯著的影響性；在供應商-買者關係方面，代工廠商的自有品牌若能與客戶的品牌創造業務差異性，以避免利益衝突，的確可能讓轉營自有品牌初期的績效較佳。本研究結果對於台灣欲從代工轉品牌的廠商具有實務參考性，也在缺乏量化研究的此學術領域提供重要的研究成果。
Since 1990, facing the increasingly intensive price competition from newly developing countries with lower labor and land costs, Taiwan’s firms have begun to consider using advantage of manufacturing from OEM/ODM to other value-added activities in order to be more competitive. Building a brand, which is a high-margin business, becomes the most noticeable fashion, making “from contract manufacturing to own branding” a hot issue. However, brand-building and contract-manufacturing are two totally different business models. The key success factors of transformation are continually studied. This research attempts to understand the key external and internal conditions of the companies who did such the transformation successfully.

To meet empirical investigation by analyzing numerous sample firms from of OEM/ODM to OBM, this research applies quantitative research by using questionnaire survey, with the judging sampling method. After gathering 74 effective samples of qualified companies in Taiwan, this research analyzed the effect of external environment, organizational capabilities and supplier-buyer relationship on own-brand performance. In external environment, “market heterogeneity”, “product life cycle”, “industrial concentration rate” and “technological turbulence” are explored in this research, while “marketing capability” and “dynamic capability” are included as organizational capabilities. I also include the “differentiation degree of own-brand compared to OEM/ODM buyers’ brands” and” the dependence degree on OEM/ODM buyers” as supplier-buyer relationship.

According to the empirical results, the company who chose the target market with lower market heterogeneity and higher technological turbulence can get better performance in OBM in a long run. However, in the high-tech industry, the higher degree of technological turbulence is not beneficial for doing OBM business. In the suppler-buyer relationship, companies are more possible to get better performance in OBM business if they can make higher differentiation of their own-brand compared to their OEM/ODM buyers’ brands. The results of this research could be the reference for future business practice as well as provide significant insight to the academic research.
參考文獻 一.中文部分

(1)司徒達賢 (民100). ODM品牌化的七大條件. 天下雜誌, 464期.
(2)李思嫺 (民92). 組織內外部因素、建立自有品牌決策與廠商績效之關聯性研究. 國立成功大學企業管理研究所碩士論文.
(3)邱皓政 (民99). 量化研究與統計分析 (5th ed.). 台北: 五南圖書公司.
(4)施振榮 (民85). 再造宏碁. 台北: 天下文化出版社.
(5)洪順慶 (民95). 台灣品牌競爭力. 台北: 天下雜誌出版社.
(6)洪順慶 (民98). 台灣國際企業建立自創品牌文化之研究: 研究成果報告: 行政院國家科學委員會專題研究計畫.
(7)陳振祥 (民86). ODM策略之理論架構與實證. 國立台灣大學商學研究所博士論文.
(8)陳振祥、李吉仁 (民86). ODM的成因與策略運作－水平式產業下的策略聯盟型態. 中山管理評論, 第五卷(第三期), 553-572.
(9)彭台光, 高月慈, & 林鉦琴 (2006). 管理研究中的共同方法變異：問題本質、影響、測試與補救. 管理學報, 第23卷(第1期), 77-98.
(10)謝宏仁, & 吳奎克 (2007). 超越代工困境：品牌OBM策略引領希望或幻影? . 遠東學報, 第25卷(第四期), 595-607.

二.英文部分

(1)Aaker, D. A. (1997). Building Strong Brands. New York: Free Press.
(2)Anderson, C. R. & Zeithaml, C. P. (1984). Stage of the Product Life Cycle, Business Strategy, and Business Performance. Academy of Management Journal, 27(1), 5-24.
(3)Arruñada, B. & Vázquez, X. H. (2006). When Your Contract Manufacturer Becomes Your Competitor. Harvard Business Review, 84(9), 135-144.
(4)Bain, J. S. (1959). Industrial Organization. New York: Wiley.
(5)Balakrishnan, S. & Wernerfelt, B. (1986). Technical Change, Competition and Vertical Integration. Strategic Management Journal, 7(4), 347-359.
(6)Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99.
(7)Barney, J. B. (1995). Looking Inside for Competitive Advantage. Academy of Management Executive, 9(4), 49-61.
(8)Benkenstein, M. & Bloch, B. (1993). Models of Technological Evolution: Their Impact on Technology Management. Marketing Intelligence & Planning, 11(1), 20-20.
(9)Bennett, P. D. (1988). Dictionary of Markting Terms. Chicago, IL: The American Marketing Association
(10)Caniëls, M. C. J. & Gelderman, C. J. (2007). Power and Interdependence in Buyer Supplier Relationships: A Purchasing Portfolio Approach. Industrial Marketing Management, 36(2), 219-229.
(11)Chen, M. (1996). Competitor Analysis and Interfirm Rivalry: Toward a Theoretical Integration. The Academy of Management Review, 21(1), 100-134.
(12)Cheng, J. M., Blankson, C., Wu, P. C. S., & Chen, S. S. M. (2005). A Stage Model of International Brand Development: The Perspectives of Manufacturers From Two Newly Industrialized Economies—South Korea and Taiwan. Industrial Marketing Management, 34(5), 504-514.
(13)Ching, H. & Chen, W. (2008). From Contract Manufacturing to Own Brand Management: The Role of Learning and Cultural Heritage Identity. Management & Organization Review, 4(1), 109-133.
(14)Collis, D. J. (1994). Research Note: How Valuable Are Organizational Capabilities? Strategic Management Journal, 15, 143-152.
(15)Dertouzos, M. L., Lester, R. K., & Solow, R. M. (1989). Made in America: Regaining the Productive Edge Cambridge, MA: MIT Press.
(16)Desarbo, W. S., Benedetto, C. A. D., Song, M., & Sinha, I. (2005). Revisiting the Miles and Snow Strategic Framework: Uncovering Interelationships Between Strategic Types, Capability, Environmental Uncertainy, and Firm Performance. Strategic Management Journal, 26(1), 47-74.
(17)Dess, G. G. & Beard, D. W. (1984). Dimensions of Organizational Task Environments. Administrative Science Quarterly, 29(1), 52-73.
(18)Doney, P. M. & Cannon, J. P. (1997). An Examination of the Nature of Trust in Buyer-seller Relationships. Journal of Marketing, 61(2), 35.
(19)Doyle, P. (1989). Building Successful Brands: The Strategic Options. Journal of Marketing Management, 5(1), 77-95.
(20)Doyle, P. (2001). Building Value-based Branding Strategies. Journal of Strategic Marketing, 9(4), 255-268.
(21)Duncan, R. B. (1972). Characteristics of Organizational Environments and Perceived Environmental Uncertainty. Administrative Science Quarterly, 17(3), 313-327.
(22)Durand & Guerra-Vieira. (1997). Competence-based Strategies When facing Innovation. But What Is Competence? Strategic Discovery: Competing in New Arenas (in H.Thomas and D`ONeal ed.). Hoboken, NJ: John Wiley & Sons.
(23)Einhorn, B. (2010). A Former No-Name from Taiwan Builds a Global Brand. Bloomberg Businessweek, n4202, 32.
(24)Eisenhardt, K. M. & Martin, J. A. (2000). Dynamic Capabilities: What Are They? Strategic Management Journal, 21(10-11), 1105-1121.
(25)Gary, G. (1999). International Trade and Industrial Upgrading In the Apparel Commodity Chain. Journal of International Economics, 48(1), 37-70.
(26)Ghosh, M. & John, G. (2009). When Should Original Equipment Manufacturers Use Branded Component Contracts with Suppliers? Journal of Marketing Research 46(5), 597-611.
(27)Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate Data Analysis: A Global Perspective. (7th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
(28)Hamel, G. (1991). Competition for Competence and Interpartner Learning Within International Strategic Alliances. Strategic Management Journal, 12(S1), 83-103.
(29)Harrigan, K. R. (1985). Vertical Integration and Corporate Strategy. Academy of Management Journal, 397.
(30)Heide, J. B. & John, G. (1990). Alliances in Industrial Purchasing: The Determinants of Joint Action in Buyer-supplier Relationships. Journal of Marketing Research 27(1), 24-36.
(31)Hoffer, C. W. (1975). Toward a Contingency Theory of Business Strategy. Academy of Management Journal, 18(4), 784-810.
(32)Jaworski, B. J. & Kohli, A. K. (1993). Market Orientation: Antecedents and Consequences. Journal of Marketing, 57(3), 53.
(33)Jones, G. R. & Hill, C. W. L. (2010). Theory of Strategic Management: An Integrated Approach. : South-Western Cengage Learning
(34)Leonard-Barton, D. (1992). Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development. Strategic Management Journal, 13(S1), 111-125.
(35)Levitt, T. (1965). Exploit the Product Life Cycle. Harvard Business Review, 43(6), 81-94.
(36)Lin, B. W. (2004). Original Equipment Manufacturers (OEM) Manufacturing Strategy for Network Innovation Agility: the Case of Taiwanese Manufacturing Networks. International Journal of Production Research, 42(5), 943-957.
(37)Liu, F., Chen, L., & Chen, H. (2011). Sustaining Client Relationships in the Contract Manufacturer Own-Brand Building Process: The Case of a Smartphone Firm. International Journal of Business & Management, 6, 59-68.
(38)Liu, F., Liu, H., & Lin, T. (2008). The Competence and Constraints of Brand Building for Contract Manufacturers. Journal of Brand Management, 15(6), 412-432.
(39)Mattila, A. S. & Enz, C. A. (2002). The Role of Emotions in Service Encounters. Journal of Service Research : JSR, 4(4), 268.
(40)Miller, D. (1988). Relating Porter`s Business Strategies to Environment and Structure: Analysis and Performance Implications. Academy of Management Journal, 31(2), 280-308.
(41)Nath, P., Nachiappan, S., & Ramanathan, R. (2010). The Impact of Marketing Capability, Operations Capability and Diversification Strategy on Performance: A Resource-based View. Industrial Marketing Management, 39(2), 317-329.
(42)Pelham, A. M. & Wilson, D. T. (1996). A Longitudinal Study of the Impact of Market Structure, Firm Structure, Strategy, and Market Orientation Culture on Dimensions of Small-Firm Performance. Journal of the Academy of Marketing Science, 24(1), 27.
(43)Pfeffer, J. (1981). Power in Organizations. Marshall, VA: Pitman.
(44)Phillips, A. (1976). A Critique of Empirical Studies of Relations Between Market Structure and Profitability. The Journal of Industrial Economics, 24(4), 241-249.
(45)Podsakoff, P. M. (1986). Self-reports in Organizational Research: Problems and Prospects. Journal of Management, 12(4), 531.
(46)Porter, M. E. (1998). Competive Strategy: Techniques for Analying Industries and Competitors. New York: Free Press.
(47)Quinn, J. B. & Hilmer, F. G. (1994). Strategic Outsourcing. Sloan Management Review, 35(4), 43-55.
(48)Richard, P. J., Devinney, T. M., Yip, G. S., & Johnson, G. (2009). Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management, 35(3), 718-804.
(49)Robinson, K. C. & McDougall, P. P. (1998). The Impact of Alternative Operationalizations of Industry Structural Elements on Measures of Performance for Entrepreneurial Manufacturing Ventures. Strategic Management Journal, 19(11), 1079-1100.
(50)Schoenfelder, J. & Harris, P. (2004). High-tech Corporate Branding: Lessons for Market Research in the Next Decade. Qualitative Market Research: An International Journal, 7(2), 91-99.
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(53)Sutcliffe, K. M. & Zaheer, A. (1998). Uncertainty in the Transaction Environment: An Empirical Test. Strategic Management Journal, 19(1), 1.
(54)Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509-533.
(55)Temporal, P. & Lee, K. C. (2001). Hi-Tech, Hi-Touch Branding: Creating Brand Power in the Age of Technology. New York: John Wiley & Sons.
(56)Venkatraman, N. & Ramanujam, V. (1986). Measurement of Business Performance in Strategy Research: A Comparison of Approaches. Academy of Management. The Academy of Management Review, 11(4), 801-801.
(57)Winter, S. G. (2003). Understanding Dynamic Capabilities. Strategic Management Journal, 24(10), 991-995.
(58)Wood, L. (2000). Brands and Brand Equity: Definition and Management. Management Decision, 38(9), 662.
(59)Wu, L. (2006). Resources, Dynamic Capabilities and Performance in A Dynamic Environment: Perceptions in Taiwanese IT Enterprises. Information & Management, 43(4), 447-454.
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三.網路資料

(1)Interbrand: 2011 Ranking of the Top 100 Brands
http://www.interbrand.com/en/best-global-brands/best-global-brands-2008/best-global-brands-2011.aspx/
描述 碩士
國立政治大學
企業管理研究所
99355039
100
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0993550391
資料類型 thesis
dc.contributor.advisor 別蓮蒂<br>黃國峯zh_TW
dc.contributor.author (Authors) 王政權zh_TW
dc.contributor.author (Authors) Wang, Cheng Chuanen_US
dc.creator (作者) 王政權zh_TW
dc.creator (作者) Wang, Cheng Chuanen_US
dc.date (日期) 2011en_US
dc.date.accessioned 30-Oct-2012 11:18:34 (UTC+8)-
dc.date.available 30-Oct-2012 11:18:34 (UTC+8)-
dc.date.issued (上傳時間) 30-Oct-2012 11:18:34 (UTC+8)-
dc.identifier (Other Identifiers) G0993550391en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/54532-
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zh_TW
dc.description (描述) 99355039zh_TW
dc.description (描述) 100zh_TW
dc.description.abstract (摘要) 自1990年代開始，因應眾多新崛起的開發中國家以低廉人力成本優勢切入代工業務及產業中更激烈的價格競爭，台灣產業開始思考如何從過去在代工業務的製造優勢轉投入更高附加價值的活動以維持競爭力，而擁有高利潤率的自有品牌模式成為最受注目的方式，使「代工轉品牌」成為熱門議題。然而自有品牌與製造代工業務是截然不同的商業模式，如何從代工成功轉型經營品牌的關鍵因素持續被關注。本研究即欲透過實證研究，了解從代工轉營品牌績效較佳的廠商當時在外部產業環境、內部組織能力和供應商-買主關係等三方面的獨到之處。

為了透過分析大量的台灣代工轉品牌案例獲得實證結果，本研究採取量化方法，並以判斷抽樣的方式進行全國性問卷調查。透過回收74份有效的台灣案例廠商樣本，分析案例廠商當時在產業及組織的內外部情形對日後發展自有品牌績效的影響。在外部環境上，探討市場異質性、產品生命週期、產業集中度與技術動態性；內部組織能力上，了解代工廠商的行銷能力與動態能力程度；供應商-買主關係方面，則討論品牌業務的差異性及在代工業務上對客戶的依賴性。

研究結果顯示，代工廠商能長期經營自有品牌績效較佳者，當初品牌選擇的產業及市場具備有低度市場異質性與高度技術動態性的特徵；然而對於科技業來說，高度的技術動態性並不利於品牌的初期發展；而代工時期組織內部的行銷能力、動態能力對於轉營品牌的績效皆沒有顯著的影響性；在供應商-買者關係方面，代工廠商的自有品牌若能與客戶的品牌創造業務差異性，以避免利益衝突，的確可能讓轉營自有品牌初期的績效較佳。本研究結果對於台灣欲從代工轉品牌的廠商具有實務參考性，也在缺乏量化研究的此學術領域提供重要的研究成果。		zh_TW
dc.description.abstract (摘要) Since 1990, facing the increasingly intensive price competition from newly developing countries with lower labor and land costs, Taiwan’s firms have begun to consider using advantage of manufacturing from OEM/ODM to other value-added activities in order to be more competitive. Building a brand, which is a high-margin business, becomes the most noticeable fashion, making “from contract manufacturing to own branding” a hot issue. However, brand-building and contract-manufacturing are two totally different business models. The key success factors of transformation are continually studied. This research attempts to understand the key external and internal conditions of the companies who did such the transformation successfully.

To meet empirical investigation by analyzing numerous sample firms from of OEM/ODM to OBM, this research applies quantitative research by using questionnaire survey, with the judging sampling method. After gathering 74 effective samples of qualified companies in Taiwan, this research analyzed the effect of external environment, organizational capabilities and supplier-buyer relationship on own-brand performance. In external environment, “market heterogeneity”, “product life cycle”, “industrial concentration rate” and “technological turbulence” are explored in this research, while “marketing capability” and “dynamic capability” are included as organizational capabilities. I also include the “differentiation degree of own-brand compared to OEM/ODM buyers’ brands” and” the dependence degree on OEM/ODM buyers” as supplier-buyer relationship.

According to the empirical results, the company who chose the target market with lower market heterogeneity and higher technological turbulence can get better performance in OBM in a long run. However, in the high-tech industry, the higher degree of technological turbulence is not beneficial for doing OBM business. In the suppler-buyer relationship, companies are more possible to get better performance in OBM business if they can make higher differentiation of their own-brand compared to their OEM/ODM buyers’ brands. The results of this research could be the reference for future business practice as well as provide significant insight to the academic research.		en_US
dc.description.tableofcontents 第一章 緒論 1
第一節 研究動機與背景 1
第二節 研究目的 4
第二章 文獻探討 5
第一節 OEM、ODM與OBM模式之定義與成因 5
第二節 品牌之定義與成功品牌之條件 12
第三節 外部環境條件之相關文獻 15
第四節 內部組織能力之相關文獻 20
第五節 供應商-買主關係之相關文獻 24
第三章 研究方法 29
第一節 研究架構 29
第二節 研究假說 31
第三節 變數之操作型定義與衡量方法 32
第四節 抽樣方法與問卷發放 41
第五節 問卷回收情形與樣本結構 44
第六節 資料分析方法 47
第四章 研究結果 48
第一節 因素分析與信度檢定 48
第二節 多元迴歸分析 59
第三節 延伸討論：以OBM比例為依變數 68
第四節 研究結果討論 71
第五章 結論與建議 79
第一節 結論與建議 79
第二節 研究貢獻 81
第三節 研究限制 82
第四節 結語 84
參考文獻 85
附錄 90
附錄一、問卷介紹信 90
附錄二、正式問卷 92
附錄三、問卷量表之中英翻譯與編修對照 98		zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0993550391en_US
dc.subject (關鍵詞) 代工業務zh_TW
dc.subject (關鍵詞) 自有品牌zh_TW
dc.subject (關鍵詞) 量化研究zh_TW
dc.subject (關鍵詞) contract manufacturingen_US
dc.subject (關鍵詞) own brandingen_US
dc.subject (關鍵詞) quantitative researchen_US
dc.title (題名) 代工轉品牌：外部環境、組織能力與供應商-買者關係對發展自有品牌績效之研究zh_TW
dc.title (題名) From contract manufacturer to own branding: the effect of external environment, organizational capabilities and supplier-buyer relationship on the performance of own brandingen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 一.中文部分

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三.網路資料

(1)Interbrand: 2011 Ranking of the Top 100 Brands
http://www.interbrand.com/en/best-global-brands/best-global-brands-2008/best-global-brands-2011.aspx/		zh_TW