民國九十年左右，正值國內傳統行業轉型的年代，許多中小企業紛紛從所謂的夕陽工業轉型到科技業。近幾年來，政府也極力鼓勵民間企業自創品牌。但轉型成為自創品牌的企業寥寥可數，真正成功者更是少數。本研究試圖從台灣某家由傳統行業轉為自創品牌的中小企業來了解其建立品牌的經驗，除文獻探討及收集該公司之歷史資料外，並專訪該公司經理人後，進行個案分析及建立理論架構。此外，收集2000個顧客的調查資料與公司過去兩年來的銷售績效，以試圖了解競爭環境如何影響新自創品牌公司營運策略的調整，以及公司營運策略調整下，其創新研發與行銷之管理與運作。 本研究所得的重要結論有以下幾點： 一﹑新「自創品牌」公司面對競爭激烈的產業如何動態調整「營運策略」? 1. 新「自創品牌」公司的經營者對於所處競爭環境須有高度的靈敏度與機動性。 2. 資訊科技的運用可增加新「自創品牌」公司資訊的透明度與決策系統的正確性。 3. 新「自創品牌」公司正派的經營理念與形成的「品牌形象」與「企業形象」可獲得代工大廠的支持。 二﹑新「自創品牌」公司的「創新研發」與「行銷」之管理與運作為何？ 1. 新「自創品牌」公司內部「創新研發」機制是提升新「自創品牌」公司品牌知名度的關鍵。 2. 新「自創品牌」公司在「創新研發」的組織方面，會考慮藉由與異業的合作，以突破傳統的設計觀念。 3. 新「自創品牌」公司在選擇目標市場上，會鎖定利基市場與被忽略的市場，同時強調產品設計的「差異化」。 4. 集中於特定市場是擴張知名度是一較有效率的方法。 5. 新「自創品牌」公司初期階段會先以「創新研發」設計導向為主，當產品陸續被接受且市場擴大後，再轉為行銷導向。 6. 「自創品牌」公司基於產品價值的概念，其定價模式以「價值定價」而非一般傳統OEM廠商的成本加成定價。 7. 「產品品質」、「設計」與「服務體系」的整合對於新「自創品牌」公司品牌知名度與品牌認同的提升有很大的助益。 8. 新「自創品牌」公司的經營者品牌承諾的兌現，及品牌策略與產品定位的一致性，能獲得通路商及客戶的支持。 關鍵詞：營運策略，自創品牌，創新研發，行銷，差異化。 / Many small and medium-sized enterprises in Taiwan started to transform from conventional industries into high technology ones in the beginning of the 2000s, an era of transformation of the domestic industries in Taiwan. In recent years, the government also urges the private enterprises to establish their own brand . However, those that have transformed into new own brand manufacturers (OBMs) are few, and those successful even less. The study aims to explore the experience of a small and medium-sized enterprise that has transformed from a conventional industry into an own brand manufacturer. In addition to literature review and the collection of historical information of the company, the top executives and managers are interviewed in order to analyze the case and establish the theoretical framework. Furthermore, customer information and the sales performance over the past two years are collected to explore the influence of the competitive environment on adjustment of the business strategies of an OBM, and the company’s management and operation of the innovative research and development and marketing based on the adjustment. The conclusions drawn from the study are as following: 1. How does a new OBM dynamically adjust its business strategies to the keenly competitive environment of the industry? A. The CEO of a new OBM tends to show higher sensitivity and mobility to the competitive environment. B. The application of information technology enhances the transparency of the information of a new OBM and the accuracy of the decision-making system. C. The decent corporate ideology of a new OBM, its brand image and the corporate image are more likely to gain the support from the major original equipment manufacturers. 2. What is a new OBM’s management and operation of the innovative research and development and marketing? A. The innovative R&D mechanism of a new OBM is the key to the enhancement of its brand awareness. B. A new OBM may consider the inter-industry cooperation in order to make a breakthrough of traditional design concept. C. A new OBM may focus on niche markets and markets that are ignored, and put emphasis on the differentiation of product design simultaneously. D. Focusing on a certain market is a more efficient way to enhance brand awareness. E. A new OBM tends to adopt a design-oriented approach in the early stage, and consider turning to a customer-oriented or market-oriented approach when products are gradually accepted. F. A new OBM tends to adopt value pricing instead of traditional pricing. G. The integration of product quality, design and service system contributes a lot to the enhancement of brand awareness and brand identification. H. The fulfillment of the commitments of a brand by the manager of a new OBM and the consistency of brand strategy and product positioning are more likely to obtain the support from the distributors and the customers. Keywords: business strategy, own brand, innovative research and development, marketing, differentiation

隨著國人對紅酒的品飲需求的增加，大街小巷林立的酒鋪也增加許多，從進口商的角度而言，進口商要用甚麼樣的方式才可以讓自己的酒銷售的好呢？如何才可以在這酒海中殺出重圍呢？要怎樣才可以讓消費者青睞呢？要進什麼地方的酒才有競爭力？要進什麼樣口味的酒呢？ 目前國內對於葡萄酒相關方面的研究並不多，針對一個「贏」的策略是需要比較全面性的思考與架構，這也就是本研究所想要達到的目的。本研究的目的即在探討進口商是否能在一開始就可以做出正確的進口策略的選擇，以達到事倍功半的效果；當然這其中就包括了目標市場、產品、通路、 行銷方式以及價格的選擇與制定。 本文想探討的是小型或初進入台灣市場的葡萄酒專門進口商，希望從特定的目標市場客群來進行分析，從而找出其中的基本要素， 提供進口商在做進口策略規劃時有更明確的思考模式與方向。因此，本研究之問題可以歸納為：紅酒進口商之營運策略(包含進口國與進口酒品的選擇、定價、 推廣以及通路等相關策略)為何？ 本研究為探討性個案研究，所採取的研究架構是從進口的環節開始，探討在現有市場環境下，一個專業葡萄酒進口商或是初進入市場的小型貿易商要如何進入市場，其進入市場之進口策略應該如何選擇，從何處開始會較有勝算，藉由研究架構來探討進入之規則。研究方法乃採用文獻探討與個案訪談，試圖厘清其中成功立足於市場之重要原理原則。 從進口商的資源開始，逐步探討其進口策略的各個重要面向，檢視其行銷組合與策略面的契合度，最後再確認其績效與策略面及行銷組合的結果是否與原定目標相符；希望能在這樣的研究架構下找出各不同類型進口商採用的策略與搭配的行銷組合，期能讓市場新進者有所參考。 本研究乃以個案研究(Case Study)為主要的研究方式。研究對象為本國內的 專業葡萄酒進口商，藉由不同型態的廠商來比較分析。因此，選擇廠商的標準為：(a)業界已有知名度，(b)進口並販賣多種葡萄酒，(c)有直營的店頭或門市，(d)有配合訪談之意願，(e)有網路推廣之經驗。 本研究發現作為一個小型的初階紅酒進口商之營運策略有幾個基本要件 ： 1.專業知識的必要性高。 2.與國外溝通語言能力，英文是基本必要條件，若能有生產國當地語言幫忙如法文、 西班牙文、葡文、德文則是錦上添花。 3.資金是最重要的。 4.除以上三點外，業內經驗是加分但非必要性，擁有客群是加分會讓初期營運較快速順利，產品的品質則是基本必要條件無庸贅述，若品質不佳反而會遭致麻煩。 5.進口國與進口對象的選擇與掌握是一個關鍵因子。 6.目標市場的準確性，要就自己所處的環境先分析優劣勢，再來做市場的區隔而後訂出目標市場並定位之。 7.行銷組合(產品、價格、通路、推廣)是要互相搭配的，要看自己手上有甚麼市場需求來建立組合，彼此之間有高度的關聯性，不可以多頭馬車，信手拈來。 8.客戶關係的維護是很重要的。 作為一個專業的紅酒進口商，不只是將酒進口到國內就算了事，進口的動作只是其中的一個環節，最重要是事前的規劃，也就是將前前後後營運的所有環節全部要連貫起來，如此在貨品進口以後才能順利銷售出去，達到營運獲利的目標。 本節所提之八點研究結論或許不是創新的理論，但是經個案分析的結果， 很多的企業之所以成功或失敗，往往都不知道成在何處或敗在何方，在時勢環境變遷之後，還沿用過去的經驗從事，因此往往雷聲大雨點小，最後只有收場一途； 本研究之發現希望能為紅酒進口商在起始之初就設定了一個明確的方向與檢查表，讓許多的事情能事先就思考透徹，如此才易於邁向成功的坦途。 關鍵字：營運策略、資源基礎論、市場區隔、目標市場、產品定位、行銷組合、客戶關係管理、紅酒、進口商、進口國、進口對象。 / From the needs of wine increased in Taiwan area, many stores opened everywhere in the city, the importers wondered how they can sell better? What are the customers’ want? What wine has highly competition power? How is the market taste? There are less studies of wine in local, the purpose of this study is to find out a win-win strategy that can be told as thinking logics and frames. This study is trying to figure out can importers make the right import strategies from the initial stage, that means the choose and setting of Target Markets, Products, Promotions, Marketing Mix and Pricing. The questions of this study can be told as: Business Strategies of Red Wine Importers(including choose of import countries, wine varieties, pricing, promotion and place).This study analyze the specific target market of small sized firms or the beginners in Taiwan wine market, trying to get some key elements for the importers when doing import’s strategies; The case study start from the import stage, how a small sized firm or beginner wants to enter into local market, what is the enter strategies, from where will be the best, use the frame setting in Chapter Three to check the rules of enter, use the Literature brought in Chapter two and cases interview to find some important key factors. First, check the resources they have, check every faces of their import strategies, and see how the marketing mix fit or not, finally reconfirm is the performance meet with their strategies and marketing mix? Case study is the main research method of this study, interview objects set as local importers in Taiwan, selection criteria is :(a)named firms, (b)import many different wines, (c)has own shop, (d)willing to accept our interview, (e)experience of internet sell. We found eight points as a small sized Red Wine importers’ business strategies as following: 1.Professional knowledge is essential. 2.Language as communication tools, English is only the basic, others would be plus like French, Spanish, German, … 3.Funds are the most important. 4.Past experience in wine is good but not necessary, customer base will more helper in initial stage’s business running, products without quality will be a disaster. 5.Control and choose of import countries and objects is the key factor. 6.Accuracy of Target Market. 7.The smooth and correlation of the Marketing mix is high. 8.Customer Relationship Maintenance is important. To be a professional wine importers not only import the wine into the country but also needs the pre-planning when import, that means every step of business need highly coherent with，then the goods can be sold easily and smoothly to make money as purposed. This eight conclusions may not the first innovation, but it’s the analysis result of the real cases, most of the firms do not know the points where they success or failed, sometimes they use the old experiences as strategies and do not look at the now situation they faced, that’s why they lost the games; this study hope to use the eight basic elements that verified in the study to help the red wine importers from the very beginning, set them a right direction and a check list to help make things better. Key Words: business strategy, resource based view(RBV), market segmentation, target market, positioning, marketing mix, customer relationship management(CRM), red wine, importers, import country, import objective.

台灣有超過2,000家在營業中的旅行社，營運規模由3到5個員工到數千人員工，由極輕量化的公司營運一直到大型營運的公司皆存在旅遊產業中。 本研究個案試著運用幾種企業管理常用的理論模組，讓閱讀本文的人士能夠清楚地了解，如何在適當的時機做對的決策，以擴大營運規模。 以本個案的綜合旅行社為例，年間服務出境旅客超過20萬人次，在過去七年間，員工人數成長約2.5倍，業績成長約3倍，並且上興櫃成功；除了公司內部作業平台的改善及優化之外，本個案要闡明的是，在快速變遷的環境中，如何掌握機會，做好決策，並落實執行的過程。期望能提供有效的資訊給有意將公司大型化的同業參考，並也藉由個案檢視公司成長的決策過程，由累積公司成長的經驗中建立有效、穩定的公司決策模式。讓個案中的公司與有興趣閱讀的人員可以從文中獲得知識的累積與經營事業的啟發。

隨著高分子材料工業的快速發展，塑膠材料被廣泛地應用在日常生活中各個不同的領域，而提供塑膠材料加工製品所需設備的塑膠機械產業的地位就日益重要。在我國國內的塑膠機械產業的年產值已經超過400億，而且在外銷的比例上更高達八成以上，是僅次於工具機的第二大機械類產業；然而由於經濟全球化的發展，以及中國大陸等新興國家崛起的衝擊，使得國內的塑膠機械產業受到嚴重影響而呈現外移的現象。 在這個動盪劇烈的年代，企業將無法再滿足於現狀的象牙塔之中，而是必須不斷的藉由創新開發增加企業的能量，建立企業產品的差異化，將創意轉化為滿足顧客需求的客製化實體價值，來提升企業自我的競爭優勢；是以在做個案公司策略研究時，依據企業所處的的產業外部環境與企業本身所具有的條件，然後探討其策營運略形成與所產生的策略效果。 本研究最後係以策略六大構面理論作為策略分析的結論，對於採取有別於計畫性量產的塑膠機械產業業者，而以客製化為營運模式的代表性業者，以進行深度訪談的研究方法，來進行個案企業的策略研究；在面臨越來越激烈的國際競爭環境中，對於未來的環境發展動向的掌握，企圖透過對於個案企業的營運策略的研究，匯聚個案公司過往的營運經驗，提供相關產業業者參考方案，共同開創新的市場利基，以真正提升我國國內塑膠機械產業在國際上的競爭優勢，也為產業業者的永續發展奠定穩固的基石。 / As the polymer materials industry's rapid growth, plastic materials are widely used in daily life in many different areas, and provides plastic materials processing products required equipment for plastic machinery industry increasingly important role. The plastic machinery industry's annual output of more than 400 million, and in the export ratio is as high as 80%, is only next to the machine tools - the second largest of the general mechanical engineering industry; However, because of the development of economic globalization, and the Mainland China, and so the impact of the rise of emerging countries, makes plastic machinery industry severely affected and move out. In this turbulent rapid, enterprises will no longer be able to meet with the status quo of ivory, Instead, the enterprises must continuously by innovation development increase energy, set up an enterprise product differentiation, creativity to meet customer demand for customized orders entity value, to enhance the competitive advantage of corporate self; In the case of the company policy of doing, according to the enterprise's external environment of industrial and enterprise itself has a condition, and then examine its strategy of trading on the formation and the resulting policy effects. This last line to policy six dimensions theory as policy analysis of the case, for taking different from planned volume production of the plastic machinery industry firms, and to customized to operating mode of representation firms, by depth interviews of research methods, to conduct research on enterprise policy cases; in the face of increasingly fierce international competition environment, for the future development of the environment, using for cases of operation of the enterprise strategy, will bring together the cases previously operating experience, provide relevant industry operators reference scenario, common around the world to market niche, to really improve the domestic plastic machinery industry in the world of competitive advantage, as well as industrial companies in the sustainable development lay the cornerstone.