我國產品對外出口金額雖然龐大，但是國內業者大部份係以委託代工(OEM) 眾事生產 。限於廠商規模及企業體質等先天限制，OEM 生產事實上亦是過去我國賴以擴充對外 出口手上的唯一選擇。近年來。隨著新台幫的大幅升值，人工成本急劇上揚，以及東 南亞等勞上低廉國家的興起，使得許多產業，面臨嚴苛的挑戰，不得不加速謀求升級 ，因此有必要推廣自有品牌之策略。 本研究之基本目的，在透過成功自創品牌公司的深入研究，探討自創品牌的必要性、 可行性及策略性作法等相關主題。故本研究採取探索性及縱斷面研究法，針對少數公 司樣本進行全盤性地長時間個案研究。 研究對象的選擇原則，須為「中華民國自創品牌協會」之正式會員，以確定有自創品 牌之經驗：同時為了能比較不同產業間之差異，訪談公司儘量以不同產業為依據。 研究發現：(1) 自創品牌代表整體策略之重新設計，(2) 輸流集中有限資源完成關鍵 事項，(3) 善用外界資源並建立策略性結盟，(4) 結盟關係中著眼長期利益，(5) 策 略行動在不斷補充或增強價值鍊，(6) 以原有資源或優勢發展新的資源與優勢， (7) 策略之意義在結合本身資源與外界機會，(8) 自創品牌時，4P是齊頭並進的。

研究目的：本研究主要在瞭解我國運動用品外銷廠商在促銷上的實際做法，以及當前 面臨的問題，並與理論做一比較，試圖探尋今後可行之道。 文獻：產業概況部分及參考有關徵信機構所出版之產業調查報告；促銷之理論（包括 整體及廣告、人員推銷、公共報導、銷售促進等個論）部分則就國內外相關袹籍和期 刊文章做一整理，以為實務比對之依據。 研究方法：本文屬個案描述式實證研究，以人員深入訪問來蒐集資料，對象為外銷績 優且願意配合研究需要接受訪問的廠商，所接觸者皆為經理級以上主管。將蒐集得的 實務資料與促銷理論比較，以發掘支持理論之處，並探討不符合的問題所在。綜合分 析部分則採一般性描述，不另做統計檢定。 研究內容：本文共計六章。第一章導論，敘述研究動機與目的、研究對象與範圍、研 究架構與分析方法、抽樣方法與資料蒐集，以及研究內容。第二章產業概況，包括我 國運動用品業之概述、外銷概況、競爭概況，以及未來發展趨勢。第三章理論基礎， 探討國際促銷在廣告、人員推銷、公共報導和銷售促進各方面的學理根據。第四章個 案描述，分就促銷組合的要素，描述各個案廠商的實際做法。第五章綜合分析，比較 各廠商異同，發掘共同的趨勢及個別特色，並與理論對照，找出當前面臨的問題。第 六章結論與建議，就前章分析結果做一整理，並就其隱含的問題與廠商的期望提出建 議。 研究結果：我國運動用品外銷廠商一般規模都不大，ＯＥＭ性質居多，但自有品牌是 －逐漸增加的趨勢。在國際促銷上投注的成本均不大，且多未計算明確數字；以到國 外參展最為普遍，而絕大部分是對客戶促銷，鮮少對消費者促銷。規模大的廠商不一 定多做促銷。因屬運動用品性質，所以外銷到較先進國家時，常有若干法令限制促銷 內容，以保護消費者。匯率衝擊不如想像中嚴重，開發新市場則不甚積極。因客戶來 源傾向於長期穩定關係，故咸認未來倚靠促銷來增進銷售的必要性並不大。

網通的契機應該由1990年代以後，歐、美大廠開始全面給予台灣廠商代工的機會，也就是說當十多年前網通市場的主流還是國際大廠的時代中，而當時台灣IT產業幾乎也都集中於PC以及周邊的產品，所以當時創造出PC代工的頂峰，直到近年因為競爭加劇且毛利下滑的因素，外加上大陸廠商的急起直追，引使PC代工條件更加惡劣，另一方面網通產業也隨著使用者對頻寬要求的趨勢與網路基礎建設的佈建中，在短短的時間中成為代工的主力產業之一。 OEM廠商面對市場價格競爭與毛利低落的競爭環境時，絕對必須思考新的方法去改善劣勢與開創新局，轉型為OBM的生意模式固然可以避開目前種種代工所衍生出的問題，然而轉型之間卻會產生許多困難，是所有公司轉型卻無法避免的，甚至在OEM領域十分成功的廠商也必須克服林林總總的轉型障礙，所以筆者試圖找出原因與障礙的根源，唯有理解根源之所在才能對症下藥，並且有效的達成轉型的目標。 本研究之目的，就是來分析OEM轉型OBM時的困難與障礙，包含對於組織、人員、文化、工作定義、品質概念以及創新能力…等因素的探討，以及為何會產生問題還有問題的成因之分析，而面對以上轉型而產生出的種種轉型困難之因素，基本上可以分成三個構面，分別是a、過去成功模式不適用b、轉型的阻力c、新能力待養成，對這三個構面筆者將分別加以說明，並且整理出每一個構面下的各項因素之成因，供讀者有系統的理解成因及背景與克服其挑戰的過程。 本研究經過訪談後，可發現兩家廠商轉型的過程、組織、策略、國際化管理的程度…等的處理方式，並探討目前在代工與品牌並存的情況下，當面對市場削價競爭與微利的問題中，代工客戶又主導訂單之穩定度而產生不良影響時，兩家廠商如何試圖找尋出解決之道，而今轉型品牌已成為公司的重大方向之考量時，究竟要克服何種困難，而轉型中又會遇到何種阻力，又如何避開過去成功的模式，而不會流於以OEM的思維去轉型OBM，其後那些新能力又是必須培養建立的，這些皆為OEM轉型為OBM需要注意的重要方向。

發光二極體 (Light Emitting Diode, LED)是由半導體材料所製成之發光元件，具有耗電量低、壽命長、發熱量少、體積小、耐衝撞等多項優點。同時於設計上亦具有靈活性，可依應用需求將小單體封裝成不同的形狀、顏色、大小及亮度，以達到顯色與調光上不同的變化。因此，LED現今之應用已由最早的數字顯示器和指示器，普遍到消費性電子產品指示燈、行動裝置背光源、傳真機與影印機掃描光源、交通號誌，與各式照明等方面。由其在各式照明應用方面，從汽車照明、室內照明、室外看板及景觀照明、冷凍櫃照明、商業展示投射燈源，發展到農業培育照明，更是廣泛存在我們的日常生活中。此外，由於全球氣候變遷、以及油價飆漲問題日漸嚴重，使各國政府除了尋找替代能源外，亦積極開發節能減碳產品。而發光效率較傳統白熾燈泡高出至少一倍，用電量僅傳統照明10%的LED照明燈具，因此成為此趨勢下充滿潛力的明星產業。 　　但在LED發展初期，主要核心技術與專利均掌握於國外大廠手中，包括了PHILIPS、OSRAM、CREE等，欠缺關鍵知識之台灣廠商，早期大多為OEM的經營模式，僅能從大廠手中接取訂單從事代工生產，而無法自行設計產品，不僅利潤極低且競爭者眾。近年隨著政府研發機構的積極培育，以及國內各廠努力爭取與握有專利技術之國際大廠合作，使台灣廠商亦能從事產品/零組件之設計，而有機會走出過去單純代工的經營模式，朝ODM的經營模式發展。因此本論文選擇以LED照明產業之OEM廠商為研究對象，探討其由OEM代工經營模式，轉型為ODM兼具代工與設計能力的經營模式的過程中，於經營策略上應有何調整，以及需強化哪些能力以提升公司競爭優勢。 　　本論文採用司徒達賢所提出之事業策略分析架構－「策略矩陣分析法」為分析方法。首先針對OEM與ODM經營模式主要之作業流程提出價值鍊，並分別就十二項價值單元與六大事業型態構面，分析OEM、ODM廠商與個案公司－驊陞科技之特性與限制，最後依分析結果對LED照明產業之OEM與ODM廠商以及驊陞科技分別進行評分，期望從中發現LED照明產業中有競爭力之OEM與ODM廠商於各價值單元與事業型態構面應具備哪些優勢，以及個案公司－驊陞科技現今於各價值單元與事業型態構面之表現，並探討三者間之差距以作為後續經營策略調整之依據。 　　從分析結果中發現於價值單元部分，「製造/品質」能力對OEM廠商之競爭力影響程度最高，而ODM廠商則是各項價值單元之能力皆須具備，但其中又尤其應重視「研究開發」與「製造/品質」能力。在事業型態構面方面，「相對規模與規模經濟」對OEM廠商之競爭能力影響最大，但ODM廠商不僅應重視自身之「相對規模與規模經濟」能力，「垂直整合程度之取決」能力亦是ODM廠商重要之競爭力來源，因此亦不應被忽視。而個案公司－驊陞科技與有競爭力之ODM廠商之間於價值單元之差距以「專利設計」、「研究開發」、「供應鏈整合」與「人力資源」四項最大，這些即為驊陞科技欲由OEM經營模式轉型為有競爭力之ODM廠商時所必須加強的能力。本論文並於第四章節其餘部分，針對個案公司－驊陞科技所欠缺的能力分別提供經營策略建議。

台灣製造業專業代工技術和產品品質備受全球肯定，然而隨著全球經濟和產業環境的發展、原料和人力成本不斷上漲和全球化激烈競爭的發展趨勢，導致許多代工製造廠商營運成本不斷上升、代工毛利受到壓縮。尤其隨著許多開發中國家製造代工業的崛起，台灣製造業逐漸面臨到嚴重的成本威脅。因此，思考如何透過企業轉型、改變企業經營模式或經營策略以提升企業獲利空間，並且創造出不可取代的競爭優勢則成為企業長期發展不可忽視的經營議題。 本研究主要是透過針對國內外文獻資料的蒐集與整理，針對企業轉型、代工發展歷程，以及通路等相關議題進行文獻整理與歸納，之後再透過個案研究方式，以國內一家專業製造廠商Z公司為研究對象，探討其企業的轉型動態歷程、經營策略轉變之發展背景、通路發展策略以及企業資源配置轉變。 本研究歸納出企業轉型時，包含了產品轉型、經營型態轉型和組織架構轉型，而個案公司則是透過產品轉型和組織架構轉型以持續維持企業競爭優勢和開拓市場範疇。Z公司透過產品多角化策略，並透過不斷新增產品線以開拓不同客戶群並降低客戶群過於集中之經營風險；同時，於組織內部設立技術研發中心以持續提升自身的創新研發能力，以及成立了泛歐營運部和中國營運部以深耕不同市場，試圖透過產品多角化策略和不斷開發經營新市場以拓展市場營運範圍並提升企業獲利來源和競爭能力。 最後，Z公司透過經營策略的轉變，由以往專業代工製造策略轉變成發展通路以進行直接銷售的經營模式；其合作模式為Z公司取得知名A品牌的品牌授權以供Z公司直接從事產品的製造和銷售，並且發展出直接銷售模式以接觸到最終消費者。雙方合作主要目的為進入中國市場並且把握市場商機，知名A品牌毋須新增任何投資即可透過Z公司來填補企業內部所缺乏的消費性揚聲器產品線，並且收取品牌授權金以增加營收來源；而Z公司則期望能獲得A品牌的品牌發展和行銷通路經驗，借以逐漸累積企業內部品牌發展思維和概念，有助於企業未來發展自有品牌的經營策略。 本研究期望透過研究結果以協助其他製造企業發展出合適的長期發展策略，無論是透過提升企業的研發能力或發展品牌策略，透過不同方式來為企業創造出新的競爭優勢或是經營策略，並且透過企業思維和策略的轉變以持續提升企業競爭能力和改善企業獲利表現。 / The manufacturing enterprises in Taiwan were famous for the professional manufacturing skill and high quality in the whole world. With the development of global economy and industries, the cost of material and labor rose gradually and the global enterprises faced the fierce competition. Especially with emergence of the developing countries, the Taiwan’s enterprises were threaten by their low cost and faced the challenges of declining margin. So the enterprises should consider how to improve the business performance by transformation, changing the business model or strategies, and furthermore, to create the competitive advantages. The study found out the information related to the evolution of transformation and OEM from the past document records. With interviewing a manufacturing company, the study tried to generalize its’ process of transformation and the change of the business strategies and internal resources. The study generalized the types of transformation included the product, business model and organization. Z company tried to keep the competitive advantages and broaden its’ markets by diversifying the products’ categories and establishing the new departments. Z company increased the product lines to attract the new customers and diversify the risk. Besides, it set up the R&D department to improve the skills and knowledge of design and innovation and created the departments of Europe and China market to focus on those new markets. Finally, Z company changed its business model from manufacturing to direct selling to the end customers. With the authorization of A brand, Z company tried to produce and sell their own products in China. With the relationship of cooperation, A brand could not only increase its’ brand awareness and revenue without any investment, but also complete the product line of speaker. For Z company, it could learn the development of brand and marketing strategies form A brand, so it would be useful for Z company to develop its’ own brand in the long term.   The study was expected to help other enterprises to find out the suitable strategy whether by improving their R&D ability or by developing their own brand. The corporations should try their best to sustain the competitive advantages and improve their business performance and margin by changing the business strategies adequately in the changing environment.

縱觀台灣過去產業發展史，多數公司由代工起家，歷經多年的經驗，擁有優異的生產製造能力。當中國大陸躍升為世界工廠後，其低廉的生產成本競爭優勢，讓外國的大廠趨之若鶩，於是台灣企業開始思考如何不再靠賺取微薄代工利潤來經營，而是藉由自創品牌來提升自己的競爭力。然而，自創品牌的想法固然不錯，但是能夠真正將品牌經營成功的企業卻是少數。其中，台灣製鞋業受到中國大陸低廉的生產成本所影響，導致許多製鞋廠倒閉或是轉往其他國家設廠以求生存。本研究的個案對象就是當初因成本壓力，因而前往中國大陸設廠的製鞋企業─達芙妮。 本研究文獻探討著重在三個部分：品牌、代工與自創品牌、策略行銷4C理論。利用邱志聖(2006)策略行銷4C的四大構面：外顯單位效益成本、資訊搜尋成本、道德危機成本及專屬陷入成本，來研究中國大陸女鞋領導品牌達芙妮。本研究將達芙妮的發展軌跡分為五階段，分別為全代工、品牌草創、自建通路、品牌滲透、品牌擴張等五個時期。透過策略行銷4C架構，分析各階段具體作為的策略意涵，並歸納各階段發展的側重點，研究實務個案與理論架構之異同。 本研究歸納出以下結論：一、全代工時期的關鍵在於解決外顯單位效益成本。達芙妮透過及早轉移生產基地，降低生產成本，成功獲得客戶的訂單；二、品牌自創時期的關鍵在於解決資訊搜尋成本。達芙妮藉由舉辦展銷會與積極參展，成功吸引通路商願意銷售產品給最終消費者；三、品牌自建通路期的關鍵在於解決資訊搜尋成本。達芙妮減少透過通路商銷售，而是靠自建通路直接與最終消費者接觸。四、品牌滲透期的關鍵在於解決外顯單位效益成本與資訊搜尋成本。達芙妮透過建立配銷中心、整合設計團隊及密集展店方式，達到深耕市場的目標。五、品牌擴張期的關鍵在於解決外顯單位效益成本。將自己定位於流行產業的達芙妮，提供多樣化產品滿足消費者日新月異的需求。 關鍵字：代工、自創品牌、策略行銷4C / When viewing industry development history in Taiwan, most companies started from original equipment manufacturer (OEM) and have developed manufacturing capability. When China became world factories because of its low cost competitive advantage, a lot of companies transferred their factories to China. As a result, Taiwan’s companies started to change the business model from OEM to OBM to earn more profit. Many companies in Taiwan’s shoe industry were impacted by low cost competitive advantage in China, and thus they went into bankruptcy or transferred factories to other countries to survive. The case “DAPHNE” in the study was the shoe company pressured by production cost and transferred factories to China at that time. Literature review in the study has three parts: brand, OEM&OBM, Strategic Marketing 4C theory. Utilizing Chiu’s (2006) Strategic Marketing 4C framework examines China leading female shoe company DAPHNE. The study separates development track of DAPHNE into five stages: OEM, brand introduction, construction of stores, brand penetration, brand expansion. Using Strategic Marketing 4C framework understands strategic meaning in key strategies, summarizes key action in each stage, and examines the difference between reality and theory. The research shows following conclusions: First, the key success factor in OEM stage is that DAPHNE transferred its factories as soon as possible to decline production cost to get orders; Second, the key success factor in brand introduction stage is that DAPHNE attracted dealer by holding trade fairs to sell products to end users; third, the key success factor in construction of stores is that DAPHNE built direct selling stores to communicate with end users; fourth, the key success factor in brand penetration is that DAPHNE built distributor centers, integrated design teams, and expanded stores intensively to penetrate China market; fifth, the key success factor in brand expansion is that DAPHNE provided various products to fulfill consumers’ diverse demands. Key Words: OEM, OBM, Strategic Marketing 4C

ABSTRACT In Taiwan, to spin-off the OEM from OBM (Owned-Brand Manufacture) business has been a hot topic of disputed discussion for a long time since Stan Shih announced his strategic policy in ACER reorganization in 2000. Starting from then, even the slightly internal reorganization, the officially spin off WISTRON from ACER under the Taiwan¡¦s Corporate M&A (Merger and Acquisition) Law which was launched in 2002, the ACER and WISTRON have got success respectively later on, and several similar reorganization case of OEM and OBM business splitting in Taiwan ICT electronic industry and et cetera, all have triggered a lot of disputed discussion. And the arguing has never been ceased. The advantages and disadvantages of splitting OEM from OBM business have been researched and discussed by many experts. Either to-do or not-to-do the spinoff has its own devotees. No consensus has been made at all. Regardless the determination of spinoff has put the enterprise in a dilemma, but this paper focuses on the key success factors in management of splitting OEM from OBM business in Taiwan ICT electronic firms from the perspective of human resources and corporate relationship management. Because the issues and concerning arising from splitting OEM from OBM are not wholly covered under the scope of enterprise¡¦s Re-engineering at scale¡¦s down-scoping. The difficulties of splitting OEM from OBM business are more than the difficulties of down-scoping Re-engineering which is just mainly emphasizing at Refocusing. It needs not only to consider increasing competitive advantage on both side of OEM and OBM but also be faced with how to carefully handle the response of the interested parties, including stake holders, employees, customers, venders, government and community organizations and media and more. Via the methodology of Case Study, this paper intends to understand those Taiwan's information and communication technology (ICT) electronic firms who chose splitting OEM from OBM business while facing of global environmental change, how they re-organized in order to refocus business and built a lean supply chain. In the mean while, from the view point of human resources manage and corporate relationship management, explores what the key success factors shall be handled in the implementation of the reorganization splitting OEM from OBM business. Key words: OEM/ODM, OBM/Owned-Brand, Spin-off/splitting, KSF/Key success factor

The international economy grew slowly in recent years. Small panel industry's profitability is declining year by year, coupled with external competitive pressure, high material prices and green environmental requirements. The small panel OEM¡¥s operation becomes more challenging. Facing the marginal profit age, the small panel industry must be able to extend the manufacturing and producing capabilities in order to increase competitiveness and cost savings. This study uses the Structure-Behavior Coalescence Architecture Description Language (SBC-ADL) to construct a multiple view integrated Architecture-Oriented Small Panel OEM Factory MES Model (AOSPOEMFMESM). SBC-ADL emphasizes on ¡§Structure + Behavior". Spirit of SBC-ADL can more clearly illustrate the need to change according to customer requirements and complex manufacturing process in the MES of small panel OEM factory. AOSPOEMFMESM describes in detail that small panel OEM factory organization, MES and other information sharing systems and the interaction between. AOSPOEMFMESM make it easier for the mangers or the users to know and control the entire MES and enhance the competitiveness of an enterprise.

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.