| 摘要: | 在全球智慧型手機產業發展的過程中，過去十幾年來，台灣的手機廠如華寶、華冠、富士康等公司都是以從事專業代工設計生產(OEM/ODM)為其主要的營運模式。然而同業間的價格競爭以及來自委託代工顧客的成本控制，使得產品毛利率逐年下滑，所以H公司有感於此，在 2006年 6 月宣布淡出ODM的營運模式並轉型為OBM(自創品牌)，朝自創品牌及經營通路模式之路邁進。 本研究透過相關文獻的蒐集與歸納整理，首先針對智慧型手機產業進行產業概況、價值鏈分析並參考Porter(1980)五力分析之理論進行產業分析。再者，本研究深入探討個案H公司之緣起與歷史、組織架構、經營理念與願景、主要的營業項目及營收成長。最後，分析並探討個案公司其代工設計時期與後來轉型為自創品牌時期之行銷策略。本研究結論如下: 一、重視市場區隔，產品採多角化與客製化 二、經營模式創新，善於經營電信通路 三、掌握市場脈動的變化 四、產品注重使用者經驗 五、注重研發創新，產品採差異化策略In the development process of the global smartphone industry over the past ten years, Taiwan's mobile phone manufacturers such as Compal, Arima, Foxconn, etc. have mainly been based on OEM and ODM business models. However, price competition among the same industry as well as control cost for sub-contract to OEM manufacturers, product gross margin has been declining. To cope with this trend, H Corporation decided to fade out the ODM business model and transferred to OBM business model, moved toward the road of “own brand” in June 2006. This research firstly focused on the analysis of the current global smartphone industry. It includes industry trends, value chain analysis, and industry analysis via Porter (1980) Five Forces Theory. Secondly, this research introduced H Corporation’s origin, history, organizational structure, and current business status. Finally, this research analyzed and discussed the H Corporation’s marketing strategy between OEM stage and OBM stage. Conclusions of this study are as follows: 1. An emphasis on market segmentation, product adopted diversification and customization. 2. New Business model, good business telecommunication channels 3. Grasp the pulse of the market changes, 4. Product focus on user experience 5. Focus on R & D innovation, product adopted the differentiation strategy |
