小筆電可說是筆記型電腦所演化的新產品，這個新產品在近兩年經濟不景氣的時代背景之下，迅速熱賣，市場的接受度可說是非常的高。本研究以文獻分析法探討小筆電的興起、宏碁公司的經營策略、筆記型電腦產業的競爭策略、筆記型電腦產業的核心能力分析模式、以及科技行銷策略，以｢技術採用生命週期｣的分析理論，建構研究模式。 近兩年小筆電的熱銷讓宏碁Aspire One出奇致勝，即使宏碁並不是首推小筆電的廠商，卻迅速反應，在很短的時間內，搶佔市場。Aspire One的熱銷是宏碁不巧受到幸運之神眷顧？還是宏碁在策略上運用得宜？小筆電的興起對宏碁筆記型電腦經營的策略有何特別的意涵？ 本論文以個案研究法，除了相關文獻的蒐集與分析之外，輔以筆者在筆記型電腦大廠深耕約二十年的工作經驗，深度分析小筆電的興起、以及宏碁公司的經營策略。 / Netbook can be seen as the new product developed from Notebook computer. In the wake of economic recession in recent two years, market acceptance for Netbook has become extremely high. This research is based on literature analysis, aims to analyze the rise of Netbook era, Acer‟s corporate strategy, the competitive approach in Notebook computer industry, the analysis model upon core competition in Notebook computer industry, and technology marketing strategy. The study is taking “Technology Life Circle” as research model . Acer‟s Aspire One is the biggest winner in Netbook selling record. Even Acer is not the first one to promote Netbook, its prompt response to the market brings Acer to the biggest Netbook player. Is Acer just lucky for perfect timing heading to this triumph, or it indicates Acer‟s strategies properly deployed? Besides, does the rise of the Netbook era since change the direction of Acer‟s business strategy? The research is doing in the manner of case study. On top of related literature analysis, my professional working experience within Notebook computer industry nearly twenty years is crucial for insight analysis of the rise of Netbook era and Acer‟s business strategy. Hopefully, this research brings reference value to industry.

Netbook在2007年成為PC產業的另一話題，且其成長速度實不如忽視，如此一個產品，是如何影響到既有的產業供應鏈，是本論文想要探討之處。且這樣一個產品的出現，影響不僅止於研發此產品的創始公司，其再再影響到與此產品有關的其它供應商。PC產業一直在Wintel的箝制之下，能夠出現這樣一個創新的產品更加值得探討。 Henderson的架構式創新是由產品所影響到的層面，進而探討組織會有不同的應變措施，不過較少探討到架構式創新會間接影響到產品背後的整個供應鏈。 本論文透過對生產Netbook的個案公司(A公司)進行訪談，並將NB產業中不同架構下影響到的供應鏈結構做一比較，其中分別探討影響供應鏈結構的三個面向進行分析，其面向分別是「關係的緊密程度」、「互動方向」與「供應鏈型態」。 Netbook為一架構的改變，主要是由以下的觸發因子所引起：「低價」、「移動性」、「省電」和「外觀設計」。由此使得其在處理器的選擇、面板背光模組的選用與機構設計等與過往都有所不同，由此決定本研究供應商的訪談對象。 研究發現Netbook與NB之間的供應鏈結構會有所不同。Netbook的創始公司，更藉由這樣的一個產品增加了其對上游供應商如Intel的議價能力。

自2007年Eee PC刮出一陣小筆電的旋風，由07年一直紅到09年，這段過程中爭議不斷，很多廠商當作是金融海嘯下的神兵利器，也有很多廠商認為是讓筆電產業變紅海的致命毒藥；而眼前看到的事實包括07連續兩年亞馬遜網路賣場的熱賣，與華碩在08年第四季因庫存過多導致的首次虧損等，這些狀況更讓人覺得是霧裡看花，究竟小筆電的產業趨勢會如何發展，廠商又該如何制定競爭策略與規劃產品發展呢?本研究的目的就是要藉由研究小筆電的消費者行為，進而發掘小筆電的產業趨勢，並協助廠商制定競爭策略並規劃產品發展。 本研究以Sheth的消費價值(Consumption Value)模式為基礎，再配合消費者行為區隔(Segmentation)與Kotler產品屬性理論中的核心利益(Core Benefit)與基本產品(Basic Product)發展為本研究的研究架構，調查方式是以線上問卷的便利取樣法調查小筆電的潛在顧客，研究方法則先由因素分析找出樣本的消費價值，再藉由多變量分析以了解消費者的購買行為間消費價值的差異，藉以判斷不同購買時期、不同購買行為的消費者在數量與消費價值的趨勢，最後再檢定消費價值與產品屬性的相關系數來判斷該如何根據消費價值調整核心利益的發展方向與基本產品的規格，並配合檢定結果和敘述統計來分析小筆電的產業趨勢。 本研究透過實證分析得到以下的發現： 1. 四項消費行為在性別、年齡層、職業類型、年收入間至少有一項具有差異。 2. 消費者整體而言，較認同小筆電帶來的功能性價值與情境性價值 3. 四項市場區隔至少有一項消費價值具有顯著差異 4. 以調查的時間點來說，不同時期的已購者與未購者間的情境性價值有顯著差異，代表已購者受情境性因素決定購買小筆電。 5. 以調查的時間點來說，有意願在未來不同時期購買小筆電的消費者與沒有意願的消費者在社會性、情感性、情境性價值有顯著差異，代表未來影響消費者購買小筆電的因素以非功能性價值居多。 6. 已購者占有意願購買者的增加與已購者有六成比例不願意再次購買都意味著小筆電市場有可能逐漸成熟甚至衰退，廠商須重視情境性與情感性價值。 7. 有意願消費者的購買預算中位數落在一萬到一萬五千元之間，此價位購買者的新奇性價值顯著較高，而更高價位消費者的玩家專業性價值顯著較高。 8. 消費價值在消費者的各品牌偏好間無顯著差異。 9. 各消費價值與核心利益間至少有一項顯著相關，有意願購買的消費者最期待的核心利益是輕便可攜與價廉物美。 10. 各消費價值僅三項跟基本產品的升級意願有顯著相關，有意願購買的消費者最願意付費的產品屬性是品牌、處理器與電池。 / After Eee PC announced in 2007, the netbook blow a tornado until now. In this period, many people applauded and believe the netbook will be hot continuously. But, many people thought the netbook will fades gradually. The manufacturers had two different opinion, too. Many of them regarded the netbooks are sharp weapon under the financial crisis. Another though the netbooks were fatal toxicant and made the notebook industry became red sea. These opinions were confused. Beside these opinions, many facts made forecasting the trend of the netbook more difficult. We knew the netbook won the 2007 and 2008 best-sellings in Amazon online store. But we knew ASUS showed the first loss in 2008 Q4 because of excessively stock of netbook, either. All facts were just like fog, let us cannot figure out the netbook industry tendency. Therefore this research is to discover the netbook industry tendency and to help the manufacturer plan competition strategy and the product development. This research is based on the conceptual framework composed by the Sheth(1991) consumption value pattern as foundation, the consumer behavior segmentation theory and Koteler(2006) product attribute theory. We adopt on-line questionnaire to survey potential customer by convenient sampling method in this research. We use the factor analysis to find out consumption value, use MANOVA, ANOVA, Scheffe and Tamhan analysis to understand market trendancy among different periods and different consumer behaviors. Finally, we examine correlation coefficient between the consumption value and the product attribute to find the clue of product roadmap. This research obtains following findings: 1. Four consumer behaviors show at least one difference among sex, age, job and salary. 2. As for the whole, the consumers agree the functional value and the conditional value of the netbook. 3. Four segment approachs show at least one difference among seven consumer values. 4. The consumers who buy the netbook in the different period show remarkable difference in the conditional value. 5. The consumers who will purchase the netbooks in the future different time and those who won’t buy show remarkable difference among the social value, the emotional value and the conditional value. 6. Repeat buyer will become the majority of buyers in the future. And 60% buyer won’t purchase the netbook again. That mean the netbook market has the possibility become mature market even to decline gradually in the future. The manufacturers must focus on the conditional value and the emotional value. 7. The budget of the consumers who are willing to purchase fall on NT 10,000 to 14,999 dollars , whose epistemic value is remarkablly higher than others. The higher budget (NT$15,000 ~ NT$24,999) consumers’ player and perfessional value is remarkablly higher than others. 8. These consumers who perfer different brands show no difference among consumption values. 9. Consumer prefer convenient and cheap among six core benefits of the netbook. Each consumption value has at least a remarkable correlation with a core benefit. 10. Consumers prefer better brand, CPU and battery among ten basic product attributes of the netbook. Only three consumption values show the remarkable correlation with the basic product. Keywords: netbook, consumption value, consumer behavior, product attribute, segmentation, product life cycle, industrial tendency, innovation diffusion

本研究以日本UMPC超級行動電腦品牌KJS為例，探討「消費者購買動機」、「品牌形象」與「顧客滿意度」、「顧客忠誠度」間之關係及影響因素，以期提供小型可攜式電腦產業及UMPC品牌業者行銷策略與品牌發展之參考。 本研究採問卷調查與深度訪談方式進行研究，問卷調查方面，共取得267份有效問卷，並運用敘述性統計、t檢定、單因子變異數分析（one-way ANOVA）、相關分析與迴歸分析，將資料進行統計分析及獲得假設驗證；深度訪談方面，共進行兩次的深度訪談，藉由訪談專業人士，探索個案品牌行銷策略與產品規劃。 研究結果得知，消費者對個案品牌產品之滿意度，受人口統計變項中之性別、年齡、教育程度及擁有可攜電腦數量等變項之影響；而消費者對個案品牌產品之忠誠度，不受人口統計變項的影響。此外，消費者對個案品牌產品之滿意度，受消費者購買動機及品牌形象部分變項的影響；而消費者對個案品牌產品之忠誠度，也受消費者購買動機及品牌形象部分變項的影響。整體而言，個案品牌產品顧客滿意度之高低，會影響顧客忠誠度之高低，且呈現正相關。 針對目前個案及市場現狀，在產品方面，建議個案可再加強宣傳觸控螢幕及產品娛樂功能的開發，品牌方面則是不論從問卷資料及訪談資料中，均顯示出KJS在台灣市場擁有很好的品牌形象，因此應以此為品牌核心價值，專注於原本的利基市場，雖然可以視市場狀況延伸產品系列，然不宜投入過多資源進入低價市場，與低價小筆電作正面廝殺，而應作適當區隔。 / This research aims at discussing the relationships among purchase motivation, brand image, customer satisfaction and customer loyalty, and the influence factors of the four dimensions through a case study of UMPC-KJS brand in order to provide reference of marketing strategies and brand development for netbook and UMPC industry. This research used a questionnaire survey and in-depth interview to study. With regard to questionnaire survey, 267 valid samples were obtained by stratifies sampling. Data were analyzed by descriptive statistics, t-test, one-way ANOVA, correlation and regression analysis. Besides, through in-depth interview with two professionals in this field to explore the marketing strategies and production planning of KJS brand. According to the results of this research, the customer satisfaction could be influenced by the demographics varieties from sex, age, education level and the number that one customer has, however, the customer loyalty could not be influenced by the demographics varieties. Besides, not only customer satisfaction but customer loyalty could be influenced by part factors of purchase motivation and brand image. Finally, customer loyalty gets higher if customers are satisfied. According to the present condition of the netbook market, there are some suggestions to KJS brand. First, KJS is proposed to focus on the development of touch-screen and entertainment features. Second, since KJS has a very good brand image in Taiwan, this should be the core values of the brand and KJS should focus on this original niche market. It’s necessary to make some market segmentation from other netbook brand.

2007年6月，華碩電腦發表Eee PC精簡式筆記型電腦，此創新產品俟後由臺灣資訊工業策進會市場情報中心（MIC）統稱為精簡型小筆電，簡稱小筆電，英文名稱則採用美商英代爾對於這款產品的統稱：Netbook。 Eee PC所設定的目標市場著眼於消費性市場，將產品定位於已開發國家使用者的第二臺電腦以及開發中國家使用者的第一臺電腦。產品上市後掀起銷售高潮，由於小筆電的加入，筆記型電腦在2008年第三季出貨量首度超越桌上型電腦，比先前2007年預估提早兩年，Eee PC因而被譽為臺灣電腦廠商價值創新的一大步。 本研究主要的探討問題有四：核心技術能耐發展策略對於產品創新的影響為何？ 品牌與ODM廠商在創新產品開發上的合作與分工為何？ 品牌廠商因應競爭者之破壞性創新的作法為何？ 核心技術能耐為基礎的產品創新在市場上所需具備的成功條件為何？ 在研究設計上以策略與組織、技術、市場三構面做為主要分析架構。策略與組織構面由領導者企圖心、核心競爭優勢、企業文化、組織架構、企業網絡定位等變項構成；技術構面上由產品研發經驗、內部知識傳遞、外部資源網絡、產品開發管理等變項構成；市場構面由品牌效益、顧客需求、產品行銷、產業合作網絡等變項組成用以探討對於破壞性創新產品構思及開發階段的影響。研究方法上採用「個案研究法」，以領導廠商華碩與宏碁為研究對象。在資料上透過企業訪談與次級資料蒐集的方式來了解個案公司在創新產品的發展過程，並結合核心競爭力、產業價值鏈、破壞性創新、新產品開發程序、吸收能耐與知識傳遞、技術面競爭策略等學理加以分析，本研究所獲得的研究發現如下： 一．建立核心競爭能耐的方向及重點決定了企業在產業價值鏈的位置與所從事的價值活動。 二．企業基於核心技術能耐發展策略而對產品創新方向做出技術領導者與技術追隨者的不同策略選擇。技術領導者著重產品的破壞性創新設計，技術追隨者著重於產品成熟技術的市場性。 三．品牌廠商與ODM的研發製造合作關係上，考量中心點在於顧客對企業的認知價值。品牌廠商並以平均分配（Allocation）與相互制衡（Leverage）為策略，取得各家資源之長為己用。 四．設計代工廠從OEM經營模式進入ODM經營模式，在逐步接手研發價值活動後，ODM設計製造廠開始投入自主研發，成為個人電腦產品技術提供者。但在缺乏通路品牌下，所創造的產品創新價值只能透過品牌廠技術採用將創新價值傳達至消費者。 五．企業發展破壞性創新產品時，原價值網絡上具產業主導地位的供應商透過關鍵技術的掌握，並經由品牌行銷掌握終端使用者，形成不易突破的慣性，對於廠商產品創新產生鉗制作用。 六．企業發展破壞性創新產品若無法取得市場客戶對產品的價值認同，則雖有技術成就，但難以成為產品的競爭優勢。 七．企業在發展破壞性創新產品過程中，若缺乏行銷業務部門參與，將可能造成產品上市後的市場資訊掌握失準。 八．破壞性創新產品所設定於原價值網絡的目標市場，往往因為高科技產業的不確定性因素，在實際執行時意外產生新應用，產品因而進入新價值網絡的新市場。 九．破壞性創新產品進入新市場時不確定因素多，廠商因需求不易掌握而經常發生嘗試錯誤的探索行為，但市場晚入者觀察先驅者經驗，往往能立即掌握正確資訊而迅速反應市場需求。 十．企業發展破壞性創新產品，若未造成有效技術差距，技術領導者與市場先驅者將不易維持首動者優勢。技術追隨者與市場晚入者藉由學習領導者經驗將有機會快速超越。 本研究最後並提出一些實務上建議，以做為產業界發展核心技術能耐策略與發展破壞性創新產品的參考。 / In June, 2007, Asus Computer announced her Eee PC in Computex Taipei, Taiwan International Computer Exhibition. The simplified notebook then named “Netbook” due to its lightweight design and focused internet application. Eee PC was aimed on consumer market of developed countries, targeted as “Secondary Computer” for existing computer users, as well as first computer to the user of the developing world, the name “Eee” derives from "the three Es", an abbreviation of its advertising slogan for the device: "Easy to learn, Easy to work, Easy to play". By third quarter of 2008, notebook shipped quantity including netbook, had exceeded desktop computer, two years advance from prior market research report’s estimation made before netbook product rollout in 2007. Eee PC was praised as stride-out of value innovation of Taiwan computer industry. Problem discoveries and definitions in this research are: first of all, what is the influence of core technology development strategy toward product innovation? Second, how brand owner works with ODM suppliers on innovative product development? Third, how brand owner reacts to disruptive innovation? Last, what are market successful factors of an innovative product which based on core technology competence? Analysis framework of this research consists of three aspects: strategy and organization, technology, marketing. As an exploratory study, research design is qualitative research and case study over certain firms: Asus and Acer, with 90% market shares of netbook in year 2008. For data gathering, primary data came from interviews to firms’ management team members, specifically R&D and PM Directors, secondary data studies came from varies sources: research reports, annual reports, and so on. To explore the influence of core technology competence toward product innovation in idea generation and product development stage, study of related theories in advance is necessary: core competence, value chain, disruptive innovation, new product development procedure, absorptive capability, knowledge transmission, and competitive strategy of technology. Discoveries of this research are: 1.Direction and focus of establishing core competence decides the firm’s position in value chain and the value activities firm engaged. 2.Core technology competence development strategy directs firm’s choice of technology leader or follower, leader focuses on innovative product design, follower focuses on mature technology’s market taking. 3.Customers perceive value is the key consideration that brand owners work with ODM suppliers. “Allocation and Leverage” are strategy that brand owners manage multiple ODM suppliers. 4.From OEM to ODM business model, ODM firms start to develop own independent research projects, this trend leads ODM to be technology supplier in foreseeable future. But, research results can only go through brand owners to consumer market. 5.Key technology suppliers of existing value network will obstruct disruptive innovation products through market’s inertia. 6.Technology based innovative products can’t have competitive advantage in the market without customer’s perceive value. 7.Sales marketing team’s participation is important for disruptive innovation during product development stage. 8.Unexpected new value network will emerge due to uncertainty of high-tech industry, new application out of target market leads to new value network which is different from existing one. 9.Pioneer frequently tries and error for disruptive innovation product due to uncertainty of market, late entrant learned from pioneer’s experience, and react to market demand efficiently. 10.Innovative product without technology gap, firm can’t maintain first mover advantage too long, technology follower have chance to transcend in short period. Conclusions of this research are summarized from above discoveries, and suggestions to industry firms made by this research can be reference to firms’ development strategy of core technology competence as well as product development of disruptive innovation.