The case study (Industrial firms' Transformation process from OEM/ODM to OBM: Mobile Handset Industry ) provides an analysis of Taiwan OBM/ODM industrial environment, and their activities taken to the open market as well as even brand market, taking HTC Corp, Compalcomm Communications Inc., as examples. The objective of this study is to analyze the reason for HTC to minimize their OEM/ODM business, adopt brand strategy, and how HTC transformed from OEM/ODM to own brand, and implements their brand strategy. Also listing the points HTC succeeds, and discuss if these points are suitable for other mobile OEM/ODM vendors such as Compalcomm. In this study, it’s discussing the OEM/OEM and OBM business model, mobile phone industry, smartphone industry, and current major smartphone operating system. This study is also intruding HTC and CCI Company and their products as well as service. In the HTC success factors, it’s detailing how HTC was focus on the human centered user experience and fashion industry design thus appearing consumers to buy, also discussing how HTC is doing while competing with Apple iPhone. Some financial index are also compared during this study, and providing reference for those who would like to understand more about HTC and CCI which had similar revenue in 2005 but 20 times different now.

近年來，台灣許多企業紛紛意識到代工業務的毛利不斷被壓縮，而品牌廠所獲得之利潤卻遠遠高過於代工廠，因此引發學術界與實務界對於台灣企業是否該進行產業升級的討論。然而，自有品牌的建立並非一蹴可幾之事，許多企業試圖發展自有品牌，卻發現其所獲得之效果並不如預期，因而對於台灣產業之未來感到悲觀。 然而，過去關於發展自有品牌之文獻多著重於自有品牌與企業績效之間的關聯，對於影響自有品牌成功發展的因素較少著墨，因此，本研究希望探討有何因素會影響台灣企業OBM之比例，並希望利用量化研究的方式佐證前人之研究結果，同時也給予產業界一個發展自有品牌的方向。 本研究以台灣477家廠商為研究對象，先將質化資料利用內容分析萃取出本研究所需資訊，再將其轉化為量化資料，並以量化研究的方式探討影響廠商發展自有品牌之因素，同時也建構出可能影響台灣企業追求自有品牌的因素之模型，包含市場導向強度、顧客關係管理體系健全程度、品牌國際化經驗以及產品品質，並以多元迴歸分析的方式探討自變數與依變數之間的因果關係。 研究結果發現，品牌國際化經驗對於廠商追求自有品牌的影響最大，原因在於廠商必須先讓顧客知曉並了解該品牌，產品才有可能為顧客所用。另外，顧客關係管理體制的健全程度與產品品質的好壞也會影響廠商發展自有品牌的比例，也就是說，光靠品牌的知名度並無法支撐品牌的發展，還必須透過提供好的服務以及品質優異的產品，讓顧客有好的產品使用經驗，台灣企業的品牌之路才能走得長久。

企業獲利與永續發展是企業追尋的目標，然而科技的演進與經濟環境的變化所形成的景氣循環，往往讓體質不佳或未依循產業趨勢向上提升的企業面臨經營危機；而電子零組件通路產業係電子產業景氣之先趨，由於其掌握上游電子零組件之代理權與下游通路(客戶)之產業特性，在面對全球化競爭與微利化時代的來臨，除尋求經濟規模的擴大(購併)，或經營小眾型利基市場的策略外，是否可運用其產業特性轉型為品牌與製造廠商，其過程將是本研究之重點。 由於以往文獻中對於電子零組件通路的研究多針對其現有通路產業或單一企業競爭策略或個案競爭力之探討，其結論多半為增加新產品代理、全球化行銷網絡的建立及擴大經濟規模和提供客戶整體解決方案，提升自我技術及運籌能力等，對於電子零組件通路商轉型策略的討論較少，而對於企業轉型建立自有產品的研究，也多以擁有生產代工能力的企業做分析。因此，本研究將針對未擁有生產研發能力的電子零組件通路商，以實際案例分析通路商如何透過組織之各項機能(包括銷售、研發、生產及人力組織等)的強化，建構企業本身的研發與製造能力，以成功擁有自有產品，並行銷國際的過程探討其成功轉型之關鍵。 / Continuity management with creative innovation is the fundamental key success factor to all business entity. However, the rapidly renovation of technology and the fast change of environment result the business in a critical condition when facing operational crisis. The performance of IC component distributor is the key indicator to the entire electronic industries, as it holds the upper level’s distribution right of IC components and the specialty of the business of lower levels. To face the era of micro profit and global competition, not just to maximize the economical scale by merging or the strategy to find the niche market but to apply the unique part of this industry to turn the business with brand name and the manufacturer. This paper is focusing on the research of its process. Most of the articles are discussing the individual case or the strategy of business competition for the IC components distributors. Its conclusion are tend to increase more products to be the distributor, globalize the marketing network, extend the business scale and to provide customers total solutions to turn up the technology and operation abilities. There are not much in discussing how to transform the business from IC components distributors. The most research in transforming the business to build its own brand name is focusing to analyze the business which have OEM production abilities. Therefore this research will apply the real case to analyze how the IC distributors improve their functions (including sales、RD、productions and HR) to develop their own products with a brand and extend the market worldwide. The research will discuss the critical and turning points for the success.

本研究主要探討不同訊息訴求的零售商自有品牌廣告，對於不同價格意識的消費者來說，是否會對自有品牌產生不同的產品態度、自有品牌態度及購買意願，又當不同品類的自有品牌產品所具備的知覺風險程度不同時，消費者應接收何種廣告訊息，才能加強其產品態度、自有品牌態度及購買意願。 研究結果發現，對於「低價格意識的消費者」來說，零售商在製作自有品牌廣告時，使用「高品質」的廣告訴求能增加這群消費者的產品態度及購買意願。對於「高價格意識的消費者」來說，雖然看到「超低價」廣告比起「高品質」廣告在各個依變項上（產品態度、自有品牌態度、購買意願）的平均值都較高，但差異卻未達顯著。 加入產品品類知覺風險調節變項後，發現對「低價格意識的消費者」來說，當廣告中的產品是「高產品品類知覺風險的食品」，「高品質」的廣告效果確實比「超低價」的廣告效果來的好，兩者的產品態度、自有品牌態度和購買意願的平均值上均有顯著的差異。而當廣告中的產品是「低產品品類知覺風險的民生用品」，依變項是自有品牌態度時，「超低價」廣告效果確實比「高品質」廣告效果來得好，但兩種訊息訴求的廣告在產品態度及購買意願的平均值都差不多。 另一方面，對「高價格意識的消費者」來說，本研究原先預期不論遇到高或低的產品品類知覺風險產品，這群消費者看到「超低價」廣告比看到「高品質」廣告能產生較好的產品態度、自有品牌態度及購買意願。但研究結果顯示，只有面對「高產品品類知覺風險的食品」時，「超低價」廣告效果確實比「高品質」廣告效果來得好，而在「低產品品類知覺風險的民生用品」的部分，兩種訊息訴求的廣告在各依變項的平均值都差不多。 / This research mainly treats with: 1. whether consumers with different price-consciousness generate different product attitude, private brand attitude and purchase intention. 2. what kind of advertising message consumers should receive to enhance their positive product attitude, private brand attitude and purchase intention when facing different product categories with different degree of perceived risk. Research result shows that, for consumers with low price-consciousness, retailers using “high quality” as advertising appeal will enhance their product attitude and purchase intention. As for consumers with high price-consciousness receiving lowest price adverting, they generate higher average in all dependent variables compared to receiving high quality advertising. Yet, the differences are still non-significant. After adding the moderating variable “product-category perceived risk”, advertising effect of “high quality” is better than that of “lowest price” for consumers with low price-consciousness. There are significant differences of these two kinds of advertisements regarding product attitude, private brand attitude and purchase intention. Moreover, if the product being advertised belongs to the low-perceived-risk- product category and private brand attitude as dependent variable, “lowest price” advertisements cause better effect than “high quality” ones. However, both of these advertising appeals cause almost the same average in product attitude and purchase intention. Besides, the researcher originally expected that consumers with high price- consciousness would generate better product attitude, private brand attitude and purchase intention when encountering “lowest price” advertisements rather than “high quality” ones. Yet the result shows that “lowest price” advertisements do generate better effect than “high quality” ones when consumers encounter food products belong to high perceived risk category. Regarding consumer products belong to low perceived risk category, both of these advertising appeals cause almost the same average in all dependent variables.

品牌與代工一直以來對台灣廠商來說是一門嚴肅的話題，尤其當代工的毛利已經走到毛三到四的困境，企業如何保持競爭力並且持續成長獲利，是每一位企業經理人念茲在茲的課題。 往下游的品牌發展是一條比較可行之路，但品牌之路有許多挑戰與障礙，每一家公司因為所處的產業以及所發展的產品不同，造就了不同的生態環境，這其中的複雜程度，往往讓初踏入品牌之途的廠商手足失措、鎩羽而歸。 本論文的目的是想藉由解析個案公司神達電腦，它在品牌代工策略上的選擇有何不妥以及改善空間。對該公司提出策略以及管理上的建言，同時也希望藉由這個機會，將國內業者最常面臨品牌與代工的問題，用比較有系統的方式呈現。希望藉由論文分析歸納的結果，可以讓後進企業有一個參考依據，可以比較全面思考策略的選擇以及執行的方式，本論文希望能夠幫助台灣企業走出一條不同於歐美，屬於台灣特有的品牌之路。

近年來，台灣許多採用OEM模式的中小企業，都尋求透過電子商務的幫助，往自有品牌的經營模式發展。並且，從許多公司都積極建立自己的公司網站，就不難看出，公司紛紛將資源投入在電子商務能力的發展中。 學術上，對於電子商務對中小企業的幫助，多有討論。有些學者認為，電子商務由於能夠降低公司與客戶的溝通成本，並且不受時空的限制，因此是中小企業追上大型競爭對手的絕佳機會。然而也有些學者認為，電子商務由於資訊更加透明，會加劇競爭，因此對於中小企業並不一定有利。除此之外，過去對於電子商務的研究，多集中在對於公司的利潤、成本管控、存貨管控或是顧客忠誠度的建立之上，少有對於自有品牌建立方面的研究。 因此，本研究目的主要希望透過量化實證研究的方式，分析公司電子商務能力，與自有品牌績效之間的關係，並且同時希望能夠探討，在何種情況之下，電子商務對於自有品牌的建立會有更大的幫助。 本研究結果發現，公司的電子商務能力，與自有品牌的績效存在著正向的關係。同時，公司的顧客導向，對於上述的關係，會產生正向的干擾。並且，傳統產業的公司，在使用電子商務建立自有品牌上，有較好的效果。 / In recent years, many OEM SMEs in Taiwan are striving to build their own brand through E-commerce. The fact that lots of these firms are building their own website, shows that they are engaging a huge amount of company resources in developing their E-commerce capability. In previous literatures, scholars have argued about whether E-commerce is a chance to SMEs. On the one hand, some proposed that E-commerce reduce the communication cost between firms and their customers, so it is a chance for SMEs to match up with their big competitors. On the other hand, however, some also concerned that E-commerce will make the competition more severe through providing information transparency, and thus E-commerce may not be that promising for SMEs. Previous studies on E-commerce focus mostly on its effect on profit generating, cost reducing, inventory managing and customer loyalty building for the firm. Researches on the effect of E-commerce to help building own brand manufacturing business model are still limited. Thus, the main purpose of this study is to assess the relationship between E-commerce capability, and own brand building performance through an empirical analysis. And also, try to identify the factors that modify this relationship. Our result shows that, a positive relationship exists between E-commerce capability of a firm and its own brand performance. Also, customer orientation of a firm positively modifies this relationship. Finally, E-commerce contribute more to own brand building in traditional manufacturing industry than in high-tech manufacturing industry.

從顧客觀點探討製造業服務化:從OEM/ODM到OBM / If we look back at the history of Taiwan’s industry, the main characteristic of its development over the past 60 years has been the appearance of OEM / ODMs. However, due to the shrinking profits of OEM / ODMs, manufacturers are seeking new ways to transform themselves. Therefore further research into the increasingly blurred boundaries between manufacturing and services and the concept of “servitization” is essential. Some companies in Taiwan have successfully transformed from a low-profit path by following a value-added path and transforming themselves from OEM/ODM to OBM. This paper focuses on a study of three OBM companies who were once OEM/ODM manufacturers, but expanded into the role of “customer-oriented services” and explored their capability to transition between OEM/ODM and OBM. This paper uses a case study methodology and research on these three OBM companies. It will investigate two findings. Firstly, when transforming from OEM/ODM into OBM the process of servitization, is made up of four stages that represent the different roles of the end customers in the process of servitization. Roles like imitation, exploration, inspiration, and aspiration. Secondly, when transforming from OEM/ODM into OBM in the process of servitization, there are four main capabilities needed to develop; customization capability, new value proposition, organization redesign, and new trading norms. This thesis seeks to make two specific contributions to the discussion of servitization. Firstly, this research will concentrate on consumer goods, rather then capital goods like with previous literature concerning servitization and focusing less on the changes from products to “Back-end services”. Secondly, it will seek to give manufacturers with a desire to develop into an OBM company clear paths to follow. So manufacturers can adjust their own strategies to the specific situation and environment they face.

經濟全球化的潮流之下,企業在國際市場中的競爭日益嚴酷,企業母體與全球子公司分工體系緊密結合早已是企業生存與提升競爭力最重要也是最基本的策略。 跨國公司若要落實執行其全球策略,海外子公司的政策,必需與母公司有密切的動態配合,尤其是企業全球佈局策略演進變化方面,才能達到全體目標一致的加分效果。 本研究旨在探討跨國公司,尤其是大型通路商,在進行企業內部資源以及分工策略時,以何種策略安排可以達到最佳績效。 通路商的經營模式較品牌大廠複雜,其國際採購處的經營模式,更有別於一般資訊品牌的國際採購的經營模式。 因其面對和管理的供應廠商,為數龐大,產業別多樣,通路商的國際採購處,必需針對不同產業有不同的產品開發模式,這又增加了管理上的難度,再加上產品多樣,非打國際品牌,相對稀釋採購量( Buying Power )。 與供應商的協商技巧和管理策略更形重要。 台灣向來為資訊品牌大廠設立國際採購處的第一選擇。 但是近年來,由於台灣勞力成本增加,產業外移已成生存趨勢,加上兩岸交通成本偏高,各知名國際採購處紛紛將遠東總部移往中國。 駐台的國際採購處要如何保持其競爭優勢為學界與實務界應同時注意的主題。 本研究個案為美國大型通路商在台灣設立的採購處,其在台灣設立三十年餘,由驗貨中心,演變為策略採購重鎮,經歷組織縮編,再因變革成效顯著,得以擴大台灣組織規模,其過程值得深入探討。 本研究透過個案公司之發展,先從國際採購產業界之整體環境機會,繼而分析了解個案公司競爭優劣勢,由外而內探討其企業經營模式並歸納出為來發展之建議。 研究結果發現,創新與增加競爭力是企業唯一生存的法則,創新不侷限於產品創新,個案成功於商業模式創新,經營方式創新,以及找到台灣產業與母公司配合的最佳模式,才能在遠東區勝出,勝於香港彈性的經貿制度以及中國大陸低廉的成本。然而,這樣的競爭力能持續多久,除了企業本身必須持續創新與增加競爭力,由於出貨生產工廠大都位於中國,台灣政府對兩岸的政策也會影響台灣的競爭力。 / Globalization, procurement automation, outsourcing, and supply market instability have simultaneously elevated the procurement discipline and increased supply management challenges. Procurement executives recognize that responding to these challenges will require them to upskill their teams, adopt new sourcing, compliance, and supply management strategies, and improve systems infrastructures to drive continuous improvements in supply costs and performance and demonstrate strategic value to the enterprise. However, moving from tactical or transactional sourcing operation to a more strategic view often starts with combining buys across divisions and consolidating suppliers can enable better negotiating leverage. Globalization is driving this interest in strategic sourcing operation and analytics because it has vastly multiplied the complexity of supplier relationships. IPOs ( International Procurement Office ) are "dancing with a lot of partners," says Dr. John Vande Vate, executive director of the Executive Masters in International Logistics program at Georgia Tech University. These partners include the contract manufacturers themselves, their suppliers, and third-party logistics providers. This operation complexity has sourcing managers looking beyond lowering costs to assuring supply. That requires buying organizations to shift methodology. They need to use technology not to beat suppliers up on price, but to get more flexibility. Expect the trend in global sourcing to increase. Driving the trend are cost advantages, best-market capabilities, and shared risk. Leading procurement practices include: * A strong procurement infrastructure that enables strategic supply initiatives. * Rationalization of the global and regional supplier base, including supplier-managed inventory and replenishment. * Electronic sourcing to manage requests for information, quotations, and requests for proposal and supplier awards. * Electronic procurement order processing for non-strategic goods and services. * Daily performance monitoring and supplier scorecards. The case company in this essay, RadioShack Corporation, is executing its Strategic Growth Plan aimed at reinvigorating the retail experience and leveraging the company's sourcing expertise. This research is aimed to discuss how an IPO ( or Global Sourcing ) in Taiwan can lead the way to comply and complement company’s Strategic Growth Plan; how to renew RadioShack Global Sourcing’s vision and strategic focus; how to add value to the products by entering product life cycle at early stage; how to enhance RadioShack brand through third party channels; and how to transform current transaction buying organization to Strategic Sourcing Function Team.

近年來，零售通路商為了鞏固通路勢力以及提升整體業績，正不遺餘力地發展多樣的自有品牌商品。本研究以國內第一大便利商店-7-ELEVEN所推出的自有品牌7-select為研究主體，有別於以往研究多探討自有品牌與全國性品牌商品之特色差異，本研究從7-ELEVEN挑選找尋代工廠夥伴的考量因素角度出發，進而歸納出商品特色，並欲了解在許多全國性品牌替7-select系列商品從事代工下，目標客群對於7-ELEVEN與其代工廠夥伴所共同推出的7-select自有品牌商品之感受。 透過文獻回顧，本研究將代工夥伴選擇之考量因素轉化為商品特色，以「定價特色」、「商品品質」列為衡量項目，並加入零售商之經營優勢「陳列促銷」，以此三者作為自變數；並將「對代工廠形象之重視程度」列為調節變項；而以「品牌權益」與「購買意願」當作依變數，同時能衡量目標客群之感受及列為零售商績效衡量指標；最後，於探索性調查中，欲了解「代工廠品牌的揭露程度」及「揭露不同代工廠品牌」對於受測者選擇自有品牌商品是否有影響。 研究發現：(一)零售商自有品牌商品之商品品質與品牌權益之間有顯著正向關係；(二) 零售商自有品牌商品之商品品質與購買意願之間有顯著正向關係。(三)零售商自有品牌商品之定價特色與品牌權益之間有顯著正向關係；(四) 零售商自有品牌商品之定價特色與購買意願之間有顯著正向關係。(五)零售商自有品牌商品之陳列促銷與品牌權益之間有顯著正向關係；(六) 零售商自有品牌商品之陳列促銷與購買意願之間有顯著正向關係。(七)對代工廠形象之重視程度並非零售商自有品牌經營構面與品牌權益及購買意願關係之調節變項。(八)從探索性調查得知，代工廠品牌之揭露程度及揭露不同代工廠品牌會使受測者對自有品牌商品的選擇有顯著改變。

根據經濟部統計處2008年的《零售業動態調查》，以綜合商品零售業中的「超級市場」與「零售式量販店」銷售額成長最為快速，導致大型零售店對品牌商的議價力明顯增強，甚至刺激了通路自有品牌（Private Brand）的蓬勃發展。近年來，多家知名連鎖通路皆推出各式各樣的自有品牌商品，且有逐漸「優質化、高品質」的趨勢，顯示低價已不再是所有自有品牌商品的主要訴求。 過往國內外學術研究多從消費者特質與廠商策略兩個面向進行分析，調查影響自有品牌商品購買意願與市佔率的因素為何，卻鮮少有人延伸上述研究結果對自有品牌商品的價格差異進行分析。本研究擬由此方向出發，希冀藉由廠商實際銷售狀況與消費者認知感受等資訊，分析歸納出不同品類與廠商推廣策略下之自有品牌商品願付價格影響因素（本研究以製造商品牌平均售價與消費者對自有品牌願付價格之差異百分比衡量各品類的相對願付價格，並用願付價格折扣水準稱之），用以作為廠商未來價格訂定之參考，進而達成獲取最大利潤之目標。 本研究考量產品多樣性與消費者熟悉度等因素之下，選擇以家樂福量販店作為主要研究對象，並根據過往文獻推估出產品類型（搜尋品/經驗品）、產品價位、產品購買間隔時間、製造商品牌數量、產品行銷推廣活動之強度等因素可能會藉由認知風險的差異影響消費者對自有品牌商品的願付價格，最後再將消費者願付價格與廠商實際定價進行分析比較，用以給予廠商價格調整之建議。 本研究透過觀察法與問卷調查方式一共蒐集30種自有品牌商品之市場資訊與216位消費者之認知感受，並藉由複迴歸分析與相關分析歸納研究結果如下：（1）認知風險為影響消費者願付價格的最主要因素，因此若廠商欲推出價格較高的優質自有品牌，應以風險較低的品類為主。（2）產品的類型、價位與購買間隔時間為影響消費者願付價格的關鍵因素，而平面DM宣傳對消費者認知風險與願付價格的改善效果不大。（3）消費者對不同類商品具有不同的願付價格考量因素，因此目前自有品牌商品定價仍有改善與調整的空間。