趙義隆博士臺灣大學：商學研究所碩士在職專班國際企業管理組蔡崇祺Tsai, Chung-ChiChung-ChiTsai2007-12-032018-06-292007-12-032018-06-292006http://ntur.lib.ntu.edu.tw//handle/246246/63909論文摘要 全球化價值鏈垂直分工的趨勢下，讓台灣的資訊電子大廠有機會成為全球代工產業的重要參與者，但是低價競爭的模式下，代工產業必須考慮下一階段轉型策略思考，品牌經營的轉型是目前許多代工廠商期待的策略方向，許多廠商運用代工的資源來支援品牌的經營，宏 眭滬荇袑g驗顯示，代工支援品牌會有許多的困擾，對全球品牌的經營不是最好的安排，經營全球品牌以須用全球品牌的競爭模式來思考品牌的策略安排，使用代工資源支援品牌是短時期的作法，除非品牌被限制在區域經營，或者產品線的特性不具有衝突性，否則不但會影響原有的代工客戶權益，更會限制品牌的成長空間。 從OEM ( Original Equipment Manufacture )走向OBM ( Original Brand Manufacture ) 是資訊電子廠商下一波轉型必須思考的策略方向，代工生產和OBM創立自有品牌最大的不同點在於，兩者為追求成功所著重的核心能力不同。OEM公司在意的是在成本降低的情況下，仍可將產品品質維持在可接受的範圍。相反地，OBM創立自有品牌，著重的是產品價值的提升，為公司帶來成長與獲利。 對於有意經營全球品牌的代工廠商，個案研究建議考慮下列幾個策略方向: 一、 將製造品牌與消費品牌分割，以免影響原有代工客的權益，甚 或品牌的經營空間。 二、 品牌經營應該考慮外包資源的運用，製造部門外包可以獲得更多的產品資源，提升品牌的競爭優勢。 三、 對於不熟悉西方市場的台灣品牌廠商而言，流程改造後經銷通路是品牌廠商較佳的選擇。 四、 考慮品牌的定位和產品線延伸的問題，謹慎選擇產品線的品牌策略，避免品牌延伸的陷阱和成本。Abstract With the trend of vertical division on value chain induced by effects of globalization, Taiwan’s information-technology offshore factories have had the opportunity to become a vital participant in the global offshore manufacturing industry. However, because this industry is price-competition intensive, offshore manufacturing firms must adopt strategic thinking for transformation into the next stages. Transforming from OEM manufacturing to brand business is the next strategic step that many offshore manufacturing firms currently look forward to; many companies use resources from offshore manufacturing to support brand management. The case study on Acer’s experience shows that brand business under OEM can bring many dilemmas, and is not the best management strategy for a global brand. Management of a global brand must adopt a strategic thinking for the competition model of a global brand; using offshore manufacturing resources to support a brand is only a short-term strategy. Unless the brand is limited to a regional business, or its own product line is of a characteristic that does not conflict with its OEM products in the market, this short-term strategy will not only affect the rights of its existing OEM clients, it will moreover limit the growth potential of the brand. Transforming from OEM to OBM is the next strategic direction that information companies must consider. The biggest difference between offshore manufacturing and a brand creation through OBM lies in the key which the two approaches must prioritize in their pursuits of success. OEM companies care the most about maintaining the product quality at an acceptable level while lowering costs as much as possible. On the contrary, OBM brand creation prioritizes raising the product’s value, in order to bring growth and profits for the company. For OEM companies that are interested in transforming into a global brand business, case studies research suggest considering the following few strategic directions: 1. Separating its manufacturing brand and its consumption brand, in order that it will not affect the rights of existing OEM clients, or the growth potential of its own brand 2. Brand business should consider taking advantage of outsourcing. Outsourcing in the manufacturing divisions can gain more resources for the product, thereby gaining a competitive edge for the brand 3. For Taiwanese brand business which are not as familiar with the Western market, a distribution channel with improved operation procedure is a better choice for these brand businesses 4. Considering the brand’s position and the problems with extending the product line, it is better to adopt the product line’s branding strategy with care to prevent the traps and extra costs that come with brand extension目錄 謝詞……………………………………………………………………..一 中文摘要………………………………………………………………..二 英文摘要………………………………………………………………..三 目錄……………………………………………………………………..五 表次……………………………………………………………………..七 圖次……………………………………………………………………..八 第一章 緒論……………………………………………………………..1 第一節 研究背景與動機…………………………………………..1 第二節 研究問題與目的…………………………………………10 第三節 研究流程…………………………………………………13 第四節 論文架構…………………………………………………15 第二章 相關文獻探討…………………………………………………17 第一節 製造品牌與消費品牌的區隔與衝突……………………..19 第二節 代工支援品牌經營對代工顧客權益的影響……………..27 第三節 全球品牌經營的組織佈局和資源分配問題……………..32 第三章 研究方法………………………………………………………39 第一節 研究架構…………………………………………………..39 第二節 研究方法…………………………………………………..41 第三節 研究對象…………………………………………………..42 第四節 研究限制…………………………………………………..44 第四章 個案研究-Acer的轉型和國際化研究………………………..45 第一節 全球化下的價值鏈變化-代工的崛起和競爭…………….45 第二節 產業轉型的需求和全球品牌經營的思考………………..52 第三節 Acer的品牌經營和代工製造的衝突…………………….59 第四節 New Acer的組織改造和經營策略……………………….66 第五節 New Acer的新經銷商模式……………………………….74 第六節 明基公司的品牌經營模式………………………………..79 第七節 華碩公司的品牌經營模式………………………………..85 第八節 Acer、BenQ、ASUS 品牌策略績效分析……………….90 第五章 結論與建議……………………………………………………97 第一節 研究結論…………………………………………………..98 第二節 研究建議…………………………………………………102 參考文獻………………………………………………………………107 一、 中文部份…………………………………………………107 二、 英文部份…………………………………………………109 附錄:宏 痐j事紀……………………………………………………...110 作者簡歷………………………………………………………………113773271 bytesapplication/pdfen-US品牌代工製造轉型製造品牌消費品牌brandoffshore manufacturingtransformationB2B brandB2C brand[SDGs]SDG16otherhttp://ntur.lib.ntu.edu.tw/bitstream/246246/63909/1/ntu-95-P93746020-1.pdf