ABSTRACT The concentration of the study is on the international marketing strategy of marketing mix for jewelry industry. The enduring existence and growth of an enterprise rely upon the persistent pursuit of above-average return. Before invading the market, an elaborate strategic plan is essential in which marketing is the drafting of a well-knit and competitive strategic ¡uplanning¡vbefore action; Sales is the ¡uexecution¡vof selling. With this manner, an enterprise is able to maintain the competitive advantage and create the satisfactory profit that marketing is a science that is to be applied in this arena. In a case study of a company called ¡§S¡¨, they moved operations to Mainland China, prior to entering the Asian Pacific¡ÐAustralian Markets. How will this move help the company become competitive by their manufacturing advantages, develop overseas channels and the setup of an effective marketing strategy which can be implemented into the practical work, will be the motivation of the research. As the outset, the study focused on the marketing mix before entering the market. A questionnaire was carried out to investigate the marketing mix Australian exemplary companies and it will be based on the current situation in the industry to match the theoretical application on the market. The interview was also employed to complement and intensify the practical experience. In order to build up a constructive marketing strategy for ¡uS¡vcompany¡¦s reference. The out come from the research are: 1. By price¡Ðquality as the segmentation variables, the market segments will be high price & high quality, middle price & middle quality and high price & high quality for the market segment of consumers. 2. By the data analysis of demographic variables indicated that the best buying power consumer who with higher income. 3. The most concerning factors¡Bmotivating factors¡Bthe product type are significant related. And the product design preferences and brand name has significant differences. 4. The places for companies and consumer shows a significant related which the companies are mainly have their own outlets/stores for distribution channels¡Fconsumers are direct buying from the stores. 5. The advertising and the way of promotion are significant differences between companies and consumers. The companies are participate international trade show or sponsorship activities as the promotion¡Fconsumer received advertising and promotion are mainly by radio or TV media. In conclusion, based on the result of this research the suggestions are: use¡uhigh value strategy¡v to enter the market at beginning¡F product type in basic design and classic design as the leading products by the short term in OEM, mid term policy in ODM markets and the version for long term will be OBM¡Fthe distribution channel will be constructively large chain stores as the retailer in the middle¡Freferring to product promotion, taking part in trade shows, and for information exchange and develop product technical ability. By centering on the target market & position and marketing mix (4P, product, price, place and promotion) respectively, the out come of the research could be the guideline of international marketing strategy to ¡uS¡vcompany for entering Australian market.

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.

The purpose of this study was to develop and examine the effects of enhanced training and performance management methods for an autism coordinator who managed several paraprofessional therapists providing in-home behavior therapy for young children with autism. Intervention included task clarification, targeted skill development, and improved feedback from the coordinator to the therapists. Results showed that service delivery performance of in-home trainers increased and/or became more consistent after the intervention was implemented. The intervention provided the autism coordinator with an empirically validated training and feedback system that can be successfully utilized in a sporadically supervised environment.

本研究旨在探討自有品牌廠商、設計代工廠商，以及國內設計公司等三種不同營運模式之工業設計部門的運作方式、發展方向與彼此之間的合作關係。由於我國資訊硬體產業從1980年代末期加入美國電腦產業的分工體系，爲美國大廠IBM、HP、DELL等國際品牌大廠進行代工，台灣廠商便成為國際分工中的重要的角色，近年來更隨著知識經濟時代的來臨，為了因應全球化競爭也呼應施振榮先生提出之「微笑曲線」，強調研發與行銷兩端高附加價值活動，許多原本從事代工製造的廠商也紛紛轉型開始經營自有品牌，對於工業設計與產品創新的重視大為提高，因此本研究選擇資訊硬體產業為主要研究標的產業。 本研究透過深入訪談後，整理出不同營運模式下之新產品開發流程，並分析各家廠商之工業設計部門在此流程中所扮演之角色與整體定位，最後提出六大命題與相關結論。本研究認為。第一、不論是何種營運模式之工業設計，都必須提昇其市場研究能力，方能設計出更符合使用者需求之產品；第二、對於新產品上市後的狀況，廠商應投入更多的資源持續追蹤，以作為未來下一代新產品的市場資訊；第三、產品開發專案不是接續式之流程，許多階段之工作會有互相重疊之現象產生，因此混合式專案團隊之運作方式將有助於不同功能人員之溝通，並提高開發效率。第四、目前設計產業的競爭激烈，國內市場逐漸飽和，政府單位應提供廠商更多的協助，透過研討會、展覽等方式，拓展國內設計公司的國際視野，爭取國際策略聯盟的機會，以強化國內設計產業之競爭優勢。

台灣電子產業以製造代工起家，近年來受到產業環境以及全球化競爭的影響，使得代工的毛利逐年降低，許多企業也陸續進行轉型與升級，朝向建立專業研發技術與自有品牌兩種模式發展，本研究以筆記型電腦產業與行動電話產業為例，各選取兩家具代表性的公司進行個案分析研究，目的要歸納出不同產業以及個別公司在經營模式選擇上的差異。 透過本研究可發現影響企業經營模式的抉擇因素，包含整體產業的屬性、全球競爭態勢以及未來發展趨勢等外在環境因素，產業的差異對於策略選擇的考量，因市場動態的不同而要能夠靈活調整，歸納兩個產業所得到具體結論如下： 代工經營模式： 1.運用規模經濟，擴大產業鏈垂直與水平的整合，以生產成本為導向，創造競爭優勢。 2.強化研發實力，增加產品線廣度與深度，開發多角化、高階產品。 3.積極進行產業升級與轉型，建立技術能力，朝向專業設計代工發展。 品牌經營模式： 1.關鍵在於產品的特色。產品要能夠要引領消費趨勢，創造終端使用者的需求。 2.必須擁有前瞻的技術能力，掌握未來市場的脈動。 3.能夠發展出獨特的營運模式，同時深耕通路零售的經營。 對於任何企業而言，必須要瞭解自身內部的競爭優勢與關鍵成功要素，建立專屬的核心能耐，才能延續企業的生命力。 / Taiwan electronic industry started from OEM and some of the companies are very successful in worldwide. The industrial environment has changed and is more competitive and the margin of OEM is getting less during these years.Most of the companies are aiming to become more competitive by improving their R&D technique and build own brand awareness. This study is based on Notebook and Mobile phone industries to analyze the differences of management in these two fields, and I have chosen two representative companies for each field. Through the research we can conclude there are several factors to affect the enterprise strategy. The findings are as follows: OEM companies should: 1.Integrate industrial chain and enlarge economic scale to decrease the production cost. 2.Strengthen and develop the R&D ability and increase various product lines. 3.Improve own technologies and unique designs to be more competitive. OBM companies should: 1.The products can lead the trend and meet the request of end consumers. 2.Create pioneer technology and catch the market trend. 3.Create innovative business model and good management of the channels. All enterprises should find their own advantages and KSF to build their core competency to extend the business life.

No description available.

台灣自1980年起，政府積極推動資訊電子產業發展，而在發展過程中，最初以OEM、ODM代工為主要的業務型態，藉由低成本、高品質的製造優勢，大量承接國際資訊大廠的外包業務，發展出具有產業影響力的競爭優勢，成為全球資訊產品重要供應商。然而，近年受到全球化、區域經濟整合以及中國與印度等新興國家崛起等因素，台灣的代工業獲利空間面臨嚴重威脅；此外，高科技產品生命週期縮短、全球進入「超競爭」的經營環境，使台灣的代工製造業進入「微利」時代。誠如宏碁集團創辦人施振榮先生提出的「微笑曲線」概念，若能邁向附加價值高的「自有品牌」(OBM)，則可擺脫OEM、ODM代工微薄利潤的狀況。 然而，掌握「品牌」不只是技術能力的問題，而是一種感覺的掌握、對生活的理解。在企業中，要將抽象的顧客需求化為實際的產品上市，則需要重要的推手—「產品經理」，從最初的產品構想、協調及管理產品的開發，及產品開發完成後之上市等活動，過程當中皆需要產品經理的投入。 OBM廠商之產品開發流程與OEM/ODM廠商最大之差異在於：OEM/ODM廠商的產品經理主要職責係依據客戶訂單控管產品開發的時程；而OBM廠商在新產品開發過程中，則需自行負責新產品開發前端之概念形成、規格制訂階段，及新產品上市後之行銷推廣階段；其客戶已不再僅限於下訂單的大廠，而必須面對終端的消費者市場，也必須自行承擔產品之成敗。因此，如何將顧客需求（Customer Needs）轉換為產品規格，以開發出成功的新產品，更是產品經理所需面對的課題。此外，新產品開發後，如何建立銷售管道，使產品成功上市，亦是OBM廠商的產品經理所要面臨的挑戰。本研究著重於探討OBM廠商之產品經理在新產品開發的過程中，最初概念形成階段，及新產品開發後之上市階段，產品經理如何發揮其管理功能，以達成每階段的順利運作。本研究經由個案訪談及次級資料的分析結果如下： 一、台灣OBM廠商「產品經理」在新產品概念形成階段，主要扮演規劃者的角色，且「內部」與「外部」為創意之重要來源。 二、台灣OBM廠商「產品經理」在新產品上市階段，從主導的角色轉換為協助的角色。 三、台灣OBM廠商「產品經理」在新產品開發過程中，需要與來自於公司內部及外部之不同對象溝通協調，尤以內部溝通為重；與顧客甚少直接溝通。 四、台灣OBM廠商「產品經理」在新產品開發過程中，主要權力來源為「專家權力」，且並非扮演重要的實際決策角色。

回顧近50年來台灣的產業發展歷程，自1980年進入資訊電子產業以後，經濟發展始開始呈現高度成長。時至2004，台灣主要硬體產品在海內外總產值達到684億美元，高居全球前五位，並預估2006年可達到800億美元。我國資訊電子產業自80年代初期乃是以OEM（Original Equipment Manufacturing）代工的方式開始發展，憑藉著廉價的勞力及土地等生產要素，達到低成本的製造優勢；然而近年來，台灣選擇專業代工的風險已開始逐漸顯現。隨著資訊產品發展成熟，普及率增加，品牌廠商為了提高市場佔有率，也開始進入以價格競爭的階段；此外，當初具有之成本優勢也隨著中國大陸經濟體的興起以及勞動成本、土地成本等上升而日漸消失，因此台灣資訊電子廠商走向微笑曲線兩端的趨勢已經無法避免。 有鑑於上述的產業發展現況，近年來學術界對於自有品牌相關議題的研究也愈發重視。然而，過去的研究重點往往放在自有品牌的發展策略、關鍵成功因素等策略層面或理論層面的探討，對於建立自有品牌實務歷程的研究則著墨較少。在自創品牌的相關研究中，除了眾多學者多認為行銷通路建立為自創品牌關鍵成功因素之外，宏碁集團創辦人施振榮也曾特別指出：「建立品牌過程中，通路的建立是重點」，故本篇論文針對自創品牌關鍵成功因素之一的「行銷通路建構歷程」進行研究。本研究透過個案研究的方式，針對國內資訊電子業建立自有品牌上較具成功經驗之企業 － 明基電通（BenQ）加以深入探討，期能得到新的啟發，並供實務界參考，為台灣的產業升級做出貢獻。 本研究首先透過相關文獻的探討，瞭解可作為分析通路建構歷程之相關文獻，包括「自有品牌建立」、「通路理論」、「動態能力」、「組織學習」等相關理論，並透過個案公司訪談以及次級文獻蒐集獲得個案公司資訊，最後分析個案公司 之通路建構歷程。本研究之發現如下： 1. 由OEM/ODM轉型自有品牌經營之企業，其通路建構歷程會先進行行銷（通路）部門的組織設計與改造、運作流程設計、以及行銷通路人員的招募等前置作業 2. 由OEM/ODM轉型自有品牌經營之企業在建立自有品牌產品之行銷通路時，其自有品牌產品線與其代工產品關連性愈高，則通路建構歷程愈易於進行，且通路績效表現愈佳 3. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，會致力於進行雙迴圈學習及高階學習，並建立新的價值觀及規範，以提升通路建構及通路管理之成效 4. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若能夠在創造學習外取得新的知識來源或他人的通路經驗以進行模仿學習，則有助於通路建構績效之提升 5. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若能夠透過跨產品線、跨市場地區的行銷通路相關人員進行定期交流聚會與知識分享，則有助於通路建構績效之提升 6. 由OEM/ODM轉型自有品牌經營之企業，若能夠將通路建構歷程中所取得的知識及經驗進行資料庫之建構，則有助於通路建構績效之提升 7. 由OEM/ODM轉型自有品牌經營之企業，若其組織具有較高的組織彈性以及較快的回應能力，則有助於通路建構績效之提升 8. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若於目標市場擁有足夠的市場性資產（如商譽）、結構性資產（如製造能力、供應鏈管理），則有助於通路建構績效之提升 9. 企業在建構國際通路時，其通路策略及通路管理作法上會視各國市場特性之不同而有所不同 10. 企業在建構國際通路時，其相關通路建構之主要決策權若由各地子公司掌握，則有助於企業通路建構及通路管理之成效 11. 企業在建構國際通路時，若能夠使用在地人力資源，則有助於通路建構之進行 / The electronic industry first developed in Taiwan in 1980s by OEM operation. But with the strong challenge from China and the pressure of price competition, the risk of OEM/ODM business model is growing higher and higher nowadays. Given this industry condition, academic and industrial filed are paying more attention to those issues about transformation from OEM/ODM to OBM. Nevertheless, “Building Marketing Channel”, which is one critical factor in the transformation process, is neglected among others. Therefore, this research focuses on the practical building process of marketing channel, not only aims to trigger the following studies on this issue, but also like to find some insights into the marketing channel building process and help the industry to succeed in the transformation from OEM/ODM to OBM. Compare to other studies that more focus on the “Channel Strategy” or channel itself, this research focuses on an issue that rarely be touched by researchers. For that reason, this research is more an “Exploratory Research” essentially. This research adopts “Case-Study Method”, looks into the marketing channel building process by interviewing with personnel of case company and reading second-hand materials about the case company, then derives findings and conclusions by analysis the building process with the framework of “Dynamic Capability” and “Organizational Learning” Findings of this research could be divided into three major subjects, following list each of the three subjects and the implication of it. 1. Features of marketing channel building process of OEM/ODM companies in transformation to OBM Marketing channel building process of OEM/ODM companies in transformation to OBM should be initiated by designing the marketing related function and organization structure 2. Marketing channel building process and “Organizational Learning” Companies in transformation to OBM should engage in “Double-loop Learning” to enhance the result of marketing channel building process 3. Marketing channel building process and “Dynamic Capability” Companies in transformation to OBM should improve capabilities of “Process” and “Position” categories to enhance the result of marketing channel building process For industry practice, this research suggests that companies should endeavor to obtain necessary knowledge, create as many sources of learning as possible, and also design an effective organizational learning system in the marketing channel building process. In the other hand, companies should also improve their dynamic capabilities with the new knowledge in the whole process, especially in “Process” and “Position” categories. For academic field, since the major limit of this research is the lack of inferential reliability with single-case method, this research suggest following researchers to conduct further research on this topic with multi-case or quantitative method and verify the findings and conclusions of this research.

Studien är en kvalitativ intervjustudie som genomfördes i samarbete med Scania CV AB. Syftet är att kartlägga hur man resonerar kring begreppet säkerhet i förhållande till Organizational Behavioral Management (OBM). Studien presenterar OBMs beteendeanalys ABC-modellen för att beskriva hur ett beteende kan aktiveras samt vilka konsekvenser det har. Den avser även att introducera DCOM och Beteendebaserad säkerhet (BBS) som kompletterande verktyg att arbeta med. Målgruppen i studien är truckförare på Chassi. Chassi är en avdelning på Scania där själva produktionen av lastbilar och bussar sker. Det övergripande problemet är att truck- och gångtrafik arbetar väldigt nära varandra, vilket resulterar i att avvikelser, tillbud och olyckor sker och utmaningen är att ta reda på varför. Det resulterade i tre frågeställningar: 1)Hur resonerar man kring säkert och osäkert beteende och säkerhet? 2) Varför gör man osäkra handlingar? 3) Är negativa konsekvenser för ett felaktigt beteende lösningen eller finns den någon annanstans? Resultatet visar att målgruppen har ett bra resonemang om säkerhet och man vill sträva efter en säker arbetsplats. Diskussionen handlar företrädelsevis om osäkert beteende och hur man kan eliminera det hellre än hur man kan förstärka ett säkerhet beteende. Studien visar att man som truckförare möter flertalet tydliga aktiverare, som triggar osäkra beteenden och att konsekvenserna för att försvaga dem är inte tillräckliga.

Submitted by Filipe dos Santos (fsantos@pucsp.br) on 2016-11-01T17:05:53Z No. of bitstreams: 1 Glauce Gomes da Rocha.pdf: 1474752 bytes, checksum: 6de29d4ece622a916cb4c9a54e390b2c (MD5) / Made available in DSpace on 2016-11-01T17:05:53Z (GMT). No. of bitstreams: 1 Glauce Gomes da Rocha.pdf: 1474752 bytes, checksum: 6de29d4ece622a916cb4c9a54e390b2c (MD5) Previous issue date: 2016-09-16 / Some methods may be used to identify variables that maintain or limit classes of behaviors. The performance diagnostic tool called Performance Diagnostic Checklist - Human Services (PDC-HS), can be a useful tool in identifying functional variables, as well as indicating possible interventions to be implemented when there are performance problems. This research aimed to (1) Translate and adapt this tool that focuses on the verbal report of the leadership and the direct observations of the applicator, (2) create a team version to be answered by the employees, and (3) their respective applications in a business services company. The method consisted of seven steps, as follows: 1º) first check: students of the fifth year of Psychology, 2º) second check: Application in a pilot class of the company's management, 3º) third check: Appraisers experts in behavior analysis, 4º) fourth check: management team and direction of the company researched, 5º) defining and redefining the performance problem, 6º) fifth check: PDC-HS application of the target group and 7º) analysis. The results of the application of the tools in the different audiences are complementary. After the applications of PDC-HS in the researched company, 14 interventions were indicated in which seven are compatible actions between leadership and employees and seven are actions that would be appropriate based on the verbal report of the employees and that were not indicated on the basis of leadership’s verbal report. For future studies there is the need for customization of the tool, depending on the behavioral description of the performance problem, target audience and institution / Alguns métodos podem ser utilizados para a identificação de variáveis que mantêm ou limitam classes de comportamentos. A ferramenta de diagnóstico de desempenho chamada Performance Diagnostic Checklist – Human Services (PDC-HS), pode ser um instrumento útil na identificação de variáveis funcionais, além de indicar intervenções possíveis de serem implementadas, quando há problemas de desempenho. A presente pesquisa visou à (1) tradução e adaptação desta ferramenta que foca no relato verbal da liderança e nas observações diretas do aplicador, a (2) criação da versão equipe para ser respondida pelos liderados, e (3) suas respectivas aplicações em uma empresa do ramo de serviços. O método consistiu em 7 etapas, sendo elas: 1º) primeira verificação: Quintanistas de Psicologia, 2º) segunda verificação: Aplicação em uma turma piloto de gestores da empresa pesquisada, 3º) terceira verificação: Avaliadores especialistas em Análise do Comportamento, 4º) quarta verificação: Equipe administrativa e direção da empresa pesquisada, 5º) definição e redefinição do problema de desempenho, 6º) quinta verificação: Aplicação do PDC-HS no grupo alvo e 7º) análises. Os resultados das aplicações das ferramentas nos diferentes públicos são complementares. Após a aplicação do PDC-HS na empresa pesquisada, 14 intervenções foram indicadas nas quais sete são ações compatíveis entre liderança e liderados e sete são ações que seriam indicadas com base no relato verbal dos liderados e que não foi indicado com base no relato da liderança. Para futuras pesquisas há a necessidade de customização da ferramenta, a depender da descrição comportamental do problema de desempenho, público alvo e instituição