台灣自1994年首家廠商明基電通投入手機的研發，在1997年第一支自製手機問世，開啟手機產業嶄新的一頁，短短的十年間，成就「 手機代工王國」的美譽，並且在2006年攀上最高峰，手機整體出貨量終於突破1億支（黃建智，2007），全球市佔率也衝上13.8%（葉憶如，2007）。過去十年來，手機廠商的生存契機，主要來自於代工訂單的爭取。而基於各別公司生產策略之不同，自製與外包的程度差異頗大，一直以來釋單較積極的國際大廠只有美商Motorola。 台灣有研發及製造的實力，但是因為廠商過度集中於代工客戶的訂單，在代工大餅沒太大增加，但手機廠商家數直線成長的情況下，部份廠商乃積極轉型發展品牌並加強行銷管理。過去有關手機品牌發展的研究，大多是由競爭策略、整體通路之價值鏈活動等觀點著手，但專注於品牌策略，進行4C交換成本態勢分析之探討者，則尚不多見，因此，本研究乃有其先導性。 本研究以台灣地區的大學生手機市場為研究對象，期望所做研究結果可供台灣手機廠商，做為規劃手機品牌行銷策略之實務參考。本研究經由問卷調查以灰階層統計分析，並將其結果以4C交換成本理論的四個主要變數：外顯單位效益成本、資訊搜尋成本、道德危機成本、專屬陷入成本，進行大學生消費族群之消費偏好分析，並歸納出： 首先，台灣的手機品牌廠商在專利成本高於國際大廠而品牌知名度低於國際大廠的情況下，其「外顯單位效益成本」高。其次， 台灣的手機品牌在市場定位不是很清楚的情況下，它的「資訊搜尋成本」偏高。此外，與品牌歷史悠久的歐美品牌及積極擴張的韓國品牌比起來，台灣的手機品牌在消費者的心中屬於高「道德危機成本」風險的選擇。最後，在專屬資產的建立上面，台灣的手機廠商因為品牌的發展資歷較淺，經驗累積不足，在這一方面的操作略顯不成熟，因此對消費者而言也沒有很高的一般專屬陷入成本。 / In 1994, the first Taiwanese company –BenQ Corporation (former Acer Peripherals)– started the involvement on the research and development of mobile phone, and it was the beginning of the new era of mobile phone industry has been started since the launch of the first “Made in Taiwan” handset in 1997. After one decade, Taiwan became the “ODM Kingdom of mobile phone”, and reaching a historical high on 2006 of the overall shipping volume — 100M units, meanwhile achieved a 13.8% of the global market share. In the pass decade, the survival opportunity of Taiwanese mobile phone maker was from ODM orders。And Motorola was the only among the international brands, which released the ODM orders aggressively. However, as the source of ODM orders is not in an upward trend and the growing number of mobile pone makers are all concentrate on ODM business, as a result that part of makers try to move toward OBM business to look for a bigger room and better development. Most of the researches stood on the views about the OBM development on the competition strategies, value chain activities of the mobile phone channels, etc., but the point on the 4C exchange cost analysis has not been seen much, which is important for this research. This research is expected to provide the result for the practical reference of the branding marketing strategy to the Taiwanese mobile phone makers. This research is been developed by the survey of questionnaire and is been analyzed by Grey Relational Analysis (GRA) and Analytical Hierarchy Process（AHP）, and then through the four primary parameters of the 4C exchange costs, the cost： the external cost on utility, information searches, moral hazard and asset specificity. Finally, following important result have been pointed out: First of all, the patent cost is higher and the brand awareness is lower to the Taiwanese branded mobile phone makers compare to the international branded companies, and as a result of high external cost on utility. Next, due to the market positioning developed by most of the Taiwanese mobile phone makers is unclear; the cost of information searches is obviously high to consumers. In addition, compare to the well know western brands and the aggressive Korean brands, the choice of Taiwanese brands of mobile phone has high risk on morals hazard to consumers. Finally, as a new player for mobile phone branded business, the skill on branding manipulation requires more experiences, and the cost of asset specificity is low for consumers from the Taiwanese mobile phone brands.

台灣資訊服務業的興起，係源自於企業需要資訊服務以解決重複性作業及複雜的管理面問題，以及過去外商進入台灣市場促成產業的競爭發展。台灣資訊服務業者普遍存在有營運資本小、資源有限、產業鏈分工界線不明確的先天體質問題，又同時面臨內需市場小、進入障礙低、競爭者眾之環境面挑戰，在對外開拓國際市場時，又得面對瞬息萬變的環境競爭因素。 資通訊科技服務係為國家基礎建設，資通訊服務是伴隨著商業應用需求而來。繼電子、資訊及通訊產品發展成為占有台灣高達3成外銷比重之後，政府已將資訊服務業列入重點推動產業，期許能在既有的硬體產業優勢下，結合資訊服務業者於軟體質量的提升，打造台灣核心競爭優勢。尤其是資訊服務產業中占比重最高之系統整合業者，應如何建立核心競爭優勢，推出具競爭力的產品服務，建立與產業客戶的長期合作關係，並確保在利基市場上的交易競爭優勢，以求獲利與永續經營發展，是值得關切的議題。 本論文分析架構係以交易成本理論和策略行銷4C理論為基礎，以A公司個案分析為主軸。透過探討A公司發展歷程中如何建立4C行銷策略優勢，包括如何降低客戶之C1：外顯單位效益成本、C2：資訊搜尋成本、C3：道德危機成本，以及運用C4：專屬陷入成本等，以建立市場行銷優勢，並運用4C優勢，建立良性之4C循環，以求長期經營發展。A公司之行銷策略將可提供類似規模與背景的資訊服務業者參考之用。 研究分析A公司個案後，發現其4C循環策略為，建立C1優勢加強競爭力，藉由與C3優勢強者合作拓展通路以降低C2，在客戶端建立有利的C3和C4，並為符合客戶之C1需求，再強化C1之產品效用，建立更強的C3和C4；但其中最為注重C1，因為C1是競爭力的來源，是構成其他3個C的支撐點。 朝聚焦策略發展，並做好基礎技術研發和國際品質認證等基本功；對產品有明確之STP（Segmentation, Target, Positioning），並掌握市場動向之洞察力（street-smart insight），以對的產品切入對的市場（do it right），形成有利的4C循環，才能夠維持優於同業之表現。並在穩健創新經營原則下，掌握利基市場，因時因地制宜的運用4C行銷策略，才能確保4C競爭優勢。 / The advancement of Taiwan IT services is derived from the business needs for information service to solve duplicate activities and complicate management problems, and also contributed by the industrial competitions from foreign IT service companies’ entering Taiwan market. In Taiwan IT service industry there widely exist endowment problems like small operation capital, limited resources, vague supply chains, etc., and environmental challenges, such as the small domestic market, low industrial barrier, furious competitions, etc., and furthermore, there are changeable competition factors in exploring international markets. ICT services are the fundamental national infrastructure, and are accompanied by business application needs. As we know, electronic, information and communication products account for more than 30% of Taiwan exports. After this, with the expectation to create the core competitive strength for Taiwan, IT service industry is one of the key promotion targets chosen by the government, to combine the current hardware industrial strength with the upgrade of software quality and volume. Especially for system integration services, the majority type of IT service industry, it is always worthy to study how to build up its core competence, launch competitive product services, and establish long-term relationship with customers to ensure transaction strength in the niche market, gain profits and sustain for long. The research is based on the analysis framework of transaction cost theory, and strategic marketing 4C theory. The case study：Company A is the axis. By researching the development of Company A, to find how it can accumulate 4C strength, including how to lower customers’ external cost on utility, cost of information searches, cost of moral hazards, and better use cost of assets specificity to enter positive 4C cycles in the long run. Its marketing strategy can be used as a reference for the similar IT service companies. The finding of Company A’s 4C cycles is that, build up C1 power to strengthen its competitiveness, by alliance with C3 power enabled partners to lower C2, and establish customers positive C3 and C4. In the meantime, in accordance with the customer’s C1 needs to enforce the utility of C1, there is C3 and C4 competitiveness strengthened furthermore. Above all, it is suggested to focus on C1, and be aware that C1 is the source of competitiveness, and the leverage of other 3Cs. Deploy focus strategy, and elaborate the basic techniques of fundamental technology research and international quality assurance, with specific product STP（Segmentation, Target, Positioning）, street-smart insight and do-it-right, will form positive 4C cycles, which can result in better performance in the industry. Under the stable, innovative operation principles, catch niche markets and use strategic marketing 4C deliberately to ensure 4C competitive strength.