台灣高科技公司一直以來，在OEM/ODM領域有卓越的表現，隨著毛利逐步被壓縮之際，越來越多的我國廠商終於認知到，透過自有品牌（OBM）的建立是提升企業價值很重要的方式。但是，若要由OEM/ODM 跨入OBM，台灣廠商最缺乏的莫過於對「市場知識」的了解。本研究藉由對神達公司（近幾年內自有品牌Mio掌上型電腦/PDA上快速發展至全球前三大）的深入個案研究，探討「市場知識」的產生與能力建構之議題，並得到以下結論： 1、市場知識的來源似乎是很多元的;而對於剛採自有品牌策略之廠商的初期階段來說，似乎是較不完整的。 2、從事代工為主要業務型態的廠商，轉向發展自有品牌初期時，影響其市場知識來源的因素，受到內部因素(組織既有核心能力)影響及牽制的成分較多。 3、從事代工為主要業務型態的廠商，轉向發展自有品牌初期時，對其在取得完整市場知識的思考與運作上有所阻礙。儘管如此，組織既有核心能力對其所需要的部份市場知識仍有所助益。 4、企業在發展自有品牌的過程中，在取得市場知識與建構市場知識能力上似乎展現出「學習」的歷程。而在市場知識能力與行銷能力的建構上似乎又與高階主管的態度以及組織相關的管理有關。 5、除了本研究將「市場知識」定義為「關於顧客與競爭者的有系統、有意義且有用之知識」。從個案中發現，市場知識除了顧客與競爭者之外，其他環境因素也相當重要，例如政府的管制、社會文化的趨勢、科技的改變的趨勢等。 6、台灣資訊硬體製造能力，若能結合數位內容的創意，透過軟體與硬體的結合，似乎能創造更有價值和差異化的產品並創造更大的競爭優勢。 / Most of the high-tech corporations of Taiwan have remarkable performances in the OEM/ODM fields. Due to the compressing gross profit, more and more corporations realize that building own brand is a very important way to promote the enterprise value. However, if they want to make strides from OEM/ODM to OBM, the most deficient thing is the understanding of “Market Knowledge”. Through the case study of “MITAC international corp.”, we discuss the issue of the creation and the construction of ability of “Market Knowledge” and obtain the following conclusions. 1、The sources of “Market Knowledge” are diversified and they can be obtained by many different ways. For the new entered corporations in the OBM field, their sources of “Market Knowledge” are less complete at the initial period stage. 2、At the initial period stage of the OEM/ODM corporations in transformation to OBM, the factors which affect the sources of “Market Knowledge” are more affected and limited by the internal factors: the “Organizational Core Capabilities”. 3、At the initial period stage of the OEM/ODM corporations in transformation to OBM, they have the hindrance of the thinking and operation of obtaining the complete “Market Knowledge”. But, the “Organizational Core Capabilities” still can give some help in getting partial “Market Knowledge”. 4、In the process of obtaining “Market Knowledge” and establishing “Market Knowledge Capabilities”, there seems to be having some processes of “Learning”. And at the part of establishing “Market Knowledge Capabilities” and “Marketing Capabilities”, there seems to be having relationships with the senior managers’ attitudes and organizational management. 5、In this research, we define the meaning of “Market Knowledge” as the systematical, meaningful and useful knowledge which is about the customers and competitors. But from the case study, we find that “Market Knowledge” is not only about the customers and competitors, other environment reasons also have important impacts on it: the restrain of the government, the tendency of the society culture and the changes of technology. 6、If the OEM/ODM corporations can combine their hardware manufacturing capability with some contents of software, it seems a good way to them to create more values, more diversified products and more competition advantages.

數位家庭的風潮帶動消費者更重視生活娛樂以及家庭氣氛的營造，影音設備隨之提升與增加。這說明了現代家庭中家電遙控器數目勢必不斷增加，相對刺激消費者對整合型遙控器的需求。 市面上的整合型遙控器，往往因技術、品質問題，無法達到完全的整合功效，也無法達到消費者的需求。而頂級的、功能強大的整合型遙控器，又礙於通路及專業知識，多半是影音設備玩家才能知曉，不但知道有這樣的產品、也知道去哪購買及如何操作。對於大多數消費者來說，他們不知道這樣產品的好處，自然也無法體會目前在操作眾多影音設備時，有多麼的麻煩、有多麼的沒有效率。 此次研究希望針對國內整合學習型遙控器產品，透過市場問卷調查方式，企圖找到目標客戶及了解消費者未被滿足之需求。同時瞭解整合學習型遙控器設計在消費者心目中的重要性，進而發展出它的外顯單位效益及產品概念。藉由交易成本分析從4C的角度分析行銷策略，以清楚檢視外顯單位效益，以便確定產品的競爭力，從內隱單位效益更進一步訂出行銷通路，解決消費者知曉的方式及如何使消費者產生專屬陷入的長期策略。透過產品市調及交易成本分析，以期整合學習型遙控器產品能迅速進入目標市場。