本論文的研究目的是以合作定價的理論為基礎，觀察四個發生在不同產業的價格競爭個案，並對這些不同的個案進行研究分析，以了解那些不同價格競爭形態背後的各種影響因素，以及各種因素如何影響廠商對其定價策略的思考。這四個產業分別是仍處在誕生期的液晶電視產業、已經進入成熟期的百貨公司化妝品產業、市場雖然已經飽和但技術仍不斷精進的休旅車產業、以及產品線不斷擴大更新的3C通路產業。 因為液晶電視的同質性太高，品牌效應十分明顯，消費者最終在意的還是價格高低，小廠的降價行動也對大廠造成傷害，使得大廠也不得不加入價格戰的競爭中，液晶電視的價格競爭宿命自此開始。百貨公司化妝品市場價格競爭，雖然最初曾努力營造符合”合作定價”的生態，卻因現實之百貨競爭文化及同行競爭壓力，以及經理人不願背負負成長之業績表現，而終告無法達成。Toyota-Wish vs Mitsubishi- Savrin ”可以說是符合”合作訂價”的競爭模式。Toyota在與Mitsubishi- Savrin競爭時，並非僅採取低價策略。Wish首先以吸引人的配備來攫取年輕消費者的心，再輔以與Savrin Inspire不相上下的定價來競爭。也因此立刻在休旅車市場取得一席之地，更成功地打擊了他的最主要競爭對手Savrin的市場佔有率。燦坤與全國電子在2003年第三季的競爭，是起因於銷售宏碁產品所引發的價格大戰，在那段期間，純粹是因一時的意氣之爭，因而引爆促銷大戰。雙方在那段時間，如燦坤以低於進貨成本銷售宏碁電腦產品，實際上是虧本銷售，因此在此個案上，雙方並未做合作定價，反而是一場割喉大戰。The purposes of this thesis are to analyze four cases of price competition in four different industries on the basis of the cooperative pricing theory. With the analyses, we intend to understand the various factors that affect the patterns of the price competition in different industries as well as their respective effects on the decisions of price setting. The four cases to be analyzed are the TFT-LCD TV in its birth stage of the life cycle, the cosmetic products of the department store in their mature stage of the life cycle, the vans in the automobile industry, and the retailers of the 3C products. For these four cases of price competition, we intend to find out whether or not each of the case can be defined to be consistent with the cooperative pricing. If not, we then try to analyze the reasons why the price competition failed to become a cooperative pricing and identify the specific factors behind the price competition. After the studies of each case, we found that because the LCD TV has little differentiation and strong brand reputation effects, consumers care about the price seriously, firms have strong incentives to reduce the prices and wage a intensive price war. Cosmetices belong to experience goods, consumers rely heavily on the brand reputation for their purchases. For the local cosmetics firms with not so strong brand reputation, the cooperative pricing strategies simply could not sustain in this industry. The discount war gradually became a regular pattern of the price competition. The case of Toyota-Wish vs Mitsubishi- Savrin can be identified as a case of cooperative pricing. The newly launched Toyota-Wish followed closely the pricing strategy of the Mitsubishi-Savrin and try to compete against its opponents with advanced specifications. This strategy was proved to be successful. The discount war between two 3C retailers turned out to be the outcomes of emotional reactions to the dramatic pricing behavior.
