台灣資訊科技品牌在中國行銷策略的探討-以個案B公司為例

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题名:	台灣資訊科技品牌在中國行銷策略的探討-以個案B公司為例
作者:	邱俊傑;Chiu,Chun-Chieh
贡献者:	管理學院高階主管企管碩士班
关键词:	委託代工;經營品牌;設計加工;資訊科技產業;OEM;information and technology industry;design
日期:	2008-05-30
上传时间:	2014-05-08 15:31:32 (UTC+8)
出版者:	國立中央大學
摘要:	台灣在全球代工的地位享譽國際，產品貼以MIT(Made in Taiwan; MIT)標籤，就是物美價廉的品質保證。台灣廠商早期在國際分工的角色大多是以扮演委託代工(Original Equipment Manufacturing; OEM)為主要的業務型態，運用充裕的低成本的勞動力提供給國際市場上所需的資訊科技產品的製造、組裝等委託代工服務。惟委託代工，生產的最大缺點在於訂單來源不穩定，產品行銷、設計階段的利潤無法掌握在自己的手裡,因此多數委託代工廠商隨著產品生產經驗的累積及新產品開發階段的資本投入，逐漸由委託代工轉型為設計加工(Own Designing Manufacturing; ODM)業務型態。台灣廠商所引以為傲的製造業早已無法與中國大陸的人工低廉成本競爭，但台灣智慧型的資訊科技產業，高附加價值產品，對台灣廠商是個千載難逢的機會，中國將成為全球各類產品的最大消費市場。但是隨著市場環境與價值的改變，品牌的經營也成為台灣廠商的另一條發展之路。品牌創立，要靠製造業為後盾支持，更要靠大中國的龐大市場來支撐。經營品牌有比較大的自主性，為了要符合市場的需求，可以制訂規格，讓市場回饋更多的利潤。怎樣去發揮真正的創意跟知識，能夠讓產品變得更有價值，而不是在經營一個代工實體，在代工環境下是沒有什麼增值的，經營品牌是在經營價值、創造價值、增加價值。本研究個案公司，並非一開始就跨入品牌經營事業，而是藉由培植強大又雄厚的代工實力為後盾，產量達到了經濟規模，有效降低成本，產品多角化經營策略奏效之後。短短幾年之內，在中國經營品牌行銷方面雖然頗有收穫，也逐漸成長，但是產品的銷量卻是負向長或遲滯成長不盡理想，反觀營收以及利潤方面，卻是逐年下滑。除了台灣廠商同業競爭之外、中國本土和國際競爭對手的整合經營之龐大壓力下，面臨產業環境快速改變，個案公司要如何強化現有優勢？行銷策略及企業策略要如何重新思考並加以調整以因應接未來的挑戰？ ;Taiwan is renowned for its OEM (Original Equipment Manufacture) enterprises, and the products are all labeled MIT (Made in Taiwan), which assures low price and high quality. In the early stages of development, these enterprises mostly played a role of OEM as their main business in the international division of labor. By making use of the abundant and cheap labor, they provided OEM services for the making, assembling and the like of scientific and technological products needed in the international market. But the major disadvantages of this kind of business were its unstable order resource, as well as the benefits lost in the products marketing and designing stage. So with the growth of manufacturing experience and greater investments in exploiting new products, most enterprises later changed its business pattern from OEM to ODM (Own Designing Manufacturing). The manufacturing industry that Taiwan enterprises have taken pride in has long lost its competitive power due to the low labor costs in mainland China, but the intelligence information and technology industry as well as high-additional-value products offer these enterprises an opportunity that comes around once in a blue moon—the Chinese mainland will become the biggest market for all sorts of products in the world and with the changes in their marketing environment and values, Taiwan enterprises have started another form of development—running brand; but to establish brands requires the support of their own manufacturing industry and a vast market in China. Brand management offers great potential of autonomy. To make more profit, an enterprise can make plans in accordance with the needs of the market. The enterprise is no more running OEM, to which value is not added, but making full use of its creativity and knowledge for value-added products. Managing a brand is managing, creating and adding value. The enterprise this research was conducted on was not originally a brand enterprise, but one under the support of its powerful OEM manufacturer, after the success of its strategies, such as reduction of cost and diversification of products when its output had reached economy of scale. Although this enterprise has accomplished a lot in running brands in mainland China in recent years, sales of products were growing negatively or just remains retarded, and the profits were decreasing annually. Besides the competition among Taiwan enterprises of the same trade, it was enveloped under the pressure of the combination between local and international enterprises. How to strengthen its current advantages in the rapidly changing environment? How to rethink and adjust its marketing as well as enterprise strategy to meet the challenges of the future?
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