Abstract As technology advances, new computer, telecommunications and consumer electronic products are constantly being introduced, giving consumers more choice than in the past. However, fluctuations in the business cycle mean that competitors fight to gain market share and this often results in an oversupply of 3C products and a decline in prices. Taiwan's notebook industry is world-famous, but because of pressure from foreign companies profit margins are relatively low. The notebook producers try to control the price of the components by putting pressure on component makers. This leads to a price war between the suppliers and even the winners of this war still have to cut prices on a quarterly basis. Technology, consumer preferences and prices are all changing rapidly. Component agents are being squeezed between suppliers, who want to maintain a fixed price, and customers who want prices to be cut. This has reduced profit margins. This research focuses on how passive component agents change in response to this situation and meet the demands for higher quality, better service, lower prices and faster delivery. The case study concerns Company A, which originally acted solely as a passive component agent. It examines how, between 2002-2010, the company restructured its business and supply chain and developed its own-brand components to gain key competitive advantage and establish an operating platform. This study researched the relevant literature and information concerning Company A to produce a summary of the company's transition strategy and how it was implemented. It is hoped that this research will provide a reference for other agents which are going through a similar transition. Keywords: passive components, OEM, own-brand, competitive advantage

The internationalization started to be seen as an opportunity for many companies, a strategic way to grow; therefore they assume different levels of commitment in the international market. This dissertation analyzes which internationalization strategies are being used by Brazilian companies in the textile industry and why these companies have chosen these strategies along the time line. The chosen method is a qualitative approach with semi-structured interviews. The companies chosen are Cia. Hering, Dudalina and Karsten; all three have long history in the textile industry and started to export at least more than 30 years ago. Analyzing the companies within the frame of Kraus theory (2000, 2006), it was possible found that the main strategies along the time were: exporting via private label manufacturing, FDI, exporting the own brand and franchising. The internationalization strategies of the companies in the beginning were related to the significant production capacity that boosted their exports, mainly exporting private label. Another remarkable fact was the positive moment of the Brazilian economy that facilitated their exports. Enjoying the positive moment, Cia. Hering and Karsten reached the most committed level of involvement in international operations. With no consolidate brand abroad therefore the Asian competition and not favorable currency exchange rates, they had to return and operate mainly to the domestic market. The companies had no consolidate strategy in the beginning; nevertheless now, all them are concerned in building stronger brands than in past, since they are leaving or at least decreasing the private label exports. The companies have changed focus from production to the market.

Recently, the government makes good an environment and fully support to semiconductor industries from top to bottom covering the wafer foundry, IC design and equipment testing in Taiwan. Therefore, most of semiconductor brands which are very famous in the international. In early stages, Taiwanese electronic makers which were from OEM (Original Equipment Manufacturing, OEM) model to get resources, technologies and market information. They were became designers and have own R & D via the cooperation of international companies. And also got business form ODM (Original Design Manufacturing, ODM) to its own brand (Own Brand Manufacturing, OBM) direct management about the smile curve at both ends of the market to earn profits. In this study, Taiwan's IC design industry point of view of IC critical success factors of its own brand. In addition, to gathering in DC-FAN motor driving circuits in Taiwan. There are two related information of major leading brands for study. Through "qualitative research" in depth interviews of experts within the industry leader for the interview study, to find out its own brand of IC critical success factors. This research through the collation of expert interviews found that the market should impetus to fully service, increase innovative business models and strengthen integrated development of the semiconductor supply chains to get high techniques for next generation of products. And, to make good relationship with high position of customers that is critical success factors in its own brand. Moreover, it is a base of planning new products for the further. Hope, these findings could offer and give suggestion to industries as a reference. There is a model for reference when some one faces to similar situation.

Within a highly competitive business environment of globalization, Taiwan's traditional manufacturing OEM based mode of operation is gradually coming under threat. With the convenience and rapid spread of information, the cost of the manufacturing sector is gradually transparent. As a result, distributors and brands continue to review the cost and using price comparison to get the low cost products. Lead to domestic manufactures¡¦ price competition in order to gain the business. Except the profits has been reduced and the trend of diversified products. The manufacturers had to give way to foreign buyers, a highly customized products is sold for affordable, not only have to increase production costs, must also be a compromise in low profit environment. Therefore, aim for running own brand business is one of options of way out; Own brand business is popular now. Running own brand business is becoming increasingly important; many manufacturers attempt to get rid of the OEM image and replace it with the brand strategy planning and execution of the mode. How to develop a global branding has become the focus of one of many Taiwanese business objectives. Therefore, this dissertation will see Company X as a case study, to discuss the own brand strategy planning and execution of the traditional industries. In this dissertation, brand definition as the start then using five forces analysis and competitive analysis to identify the so-called competitive advantage and core competencies, and then to develop the own brand strategy. The results of this study will be able to reference and basis for future implementation of own brand in company X.

Background: The Swedish food industry has changed dramatically during the last decades and to become and remain as a player has become a demanding task for several of the small and medium sized enterprises (SME). The trading blocs have increased the development of their own brand (DOB) and this has given the SME new competition but also the possibility to produce these products for the trading blocs. In addition to this the trading blocs have be-come more and more centralized and to strengthen their position in nego-tiations and other aspects which are important for the trading blocs. Purpose: The purpose of this paper is to increase the understanding of how the trad-ing blocs, with their development of their own brand, affect the Swedish small and medium sized producers in the food industry. It is also to look into what kinds of strategies that are used by the SME in order to tackle the competition from the distributors own brands. Method: To fulfill our purpose a qualitative approach has been used for this thesis. Seven different interviews have been done, either by phone or face to face, with the three largest trading blocs and with four the SME in Sweden, three producing and one distributing company. Conclusion: The focus on low prices and the trading blocs’ stronger, central position on the market have made the competition more intense. To be or remain as a player on the market it is important for the SME to be a supplier to the trading blocs. However, since there are many players striving to become a supplier it is a tough situation and the price becomes an important factor. The trading blocs want low prices and keep pushing the suppliers to keep them low, or even lower them. This price focus is a major issue for the SME, and the DOB have become an important mean for the trading blocs to keep prices low. Due to scenarios like this it is very important for the SME to have strategies in place and the most common and most efficient is the bypass and flanking attack strategies. These two strategies are intense and keep the SME alert when it comes to product development and new innovations.

The idea of developing cultural and creative industries has been putting forward by the government in recent years. As the result of regarding virtual channel and fashion flea market as a place to test market and well conditions to start an enterprise, there are more and more designers build their own manufacture's brand in the cultural and creative field. However, there are just a few brands can stand out from the crowd. This study was carried by case study and regarded 5 small-and-medium-sized enterprises in cultural and creative industries branding successfully as its sample. Use different dimensions to probe into the stage from case company¡¦s brand building, brand positioning to brand¡¦s marketing strategies drafting. Through the categorization and contextualization analysis establish a theoretical framework. According to this study, the power of self-actualization and dissatisfaction of industry conditions push designers to build a brand as a medium of living, creating and self-expression. To the small-and-medium-sized brands that own mostly 1 or 2 designers, the look of a brand is the style the designers have. Brand¡¦s designers use their prior knowledge and experiences to form the brand¡¦s spirit with their frame of mind. The process of brand position is the pattern or works added company¡¦s competitive advantages, launched differential products and consumed by customers. On the other hand, brand owners hook up with consumers by exhibition, blog or each channel to pass product concept and brand spirit to. Consumers will combine and assimilate the perception of the brand while they buying and the meaning of the brand they realize while interacting with brand owners, then feedback to the brand owners. Such a feedback mechanism can help brand owners adjust the way they do to meet their ideal brand position with consumers¡¦ perception. Furthermore, case companies set a niche market position into market. In the virtuous circle, brand community management lead companies and brand close to their customers and build an inseparable relationship.

<p>Background: The Swedish food industry has changed dramatically during the last decades and to become and remain as a player has become a demanding task for several of the small and medium sized enterprises (SME). The trading blocs have increased the development of their own brand (DOB) and this has given the SME new competition but also the possibility to produce these products for the trading blocs. In addition to this the trading blocs have be-come more and more centralized and to strengthen their position in nego-tiations and other aspects which are important for the trading blocs.</p><p>Purpose: The purpose of this paper is to increase the understanding of how the trad-ing blocs, with their development of their own brand, affect the Swedish small and medium sized producers in the food industry. It is also to look into what kinds of strategies that are used by the SME in order to tackle the competition from the distributors own brands.</p><p>Method: To fulfill our purpose a qualitative approach has been used for this thesis. Seven different interviews have been done, either by phone or face to face, with the three largest trading blocs and with four the SME in Sweden, three producing and one distributing company.</p><p>Conclusion: The focus on low prices and the trading blocs’ stronger, central position on the market have made the competition more intense. To be or remain as a player on the market it is important for the SME to be a supplier to the trading blocs. However, since there are many players striving to become a supplier it is a tough situation and the price becomes an important factor. The trading blocs want low prices and keep pushing the suppliers to keep them low, or even lower them. This price focus is a major issue for the SME, and the DOB have become an important mean for the trading blocs to keep prices low. Due to scenarios like this it is very important for the SME to have strategies in place and the most common and most efficient is the bypass and flanking attack strategies. These two strategies are intense and keep the SME alert when it comes to product development and new innovations.</p>

Den svenska dagligvarumarknaden kännetecknas av en oligopolmarknad med hög marknadskoncentration. Marknaden domineras av tre aktörer som tillsammans utgör 90% av dagligvarumarknaden. Detta medför att kritik riktats mot dagligvarumarknaden när priserna stigit med mer än 20% i jämförelse med den generella prisökningen på 10%. Vidare har det spekulerats om dagligvarumarknadens konkurrensförhållanden har försämrats under åren.  På senare år har nya förutsättningar tillkommit på dagligvarumarknaden i Sverige, där e- handelns utveckling och den ökade tillväxten av egna märkesvaror (EMV) är två nya komponenter på marknaden. Tidigare studier och prisundersökningar har fokuserat på att utvärdera hur konkurrensen ser ut på marknaden då tillväxten av e-handel har undersökts, men utan att specifikt fokusera på egna märkesvaror och dess inflytande på konkurrensen på dagligvarumarknaden.  Information från sekundärdata visar att de tre dominerande aktörerna aktivt arbetar med att erbjuda egna onlinetjänster samt köpa in sig i nya aktörers verksamhet. Den informationen tillsammans med resultaten från en egen prisundersökning visar att e-handeln inte nödvändigtvis bidrar till ett främjande av konkurrensen på dagligvarumarknaden. Däremot bidrar e-handeln till en ökad prismedvetenhet hos konsumenter vid jämförelse av aktörers/butikens prissättning. På så sätt kan konsumenter på ett smidigt sätt prisjämföra och avgöra vilken butik som är billigast.  Vidare visar prisundersökningen att egna märkesvaror (EMV) är billigare än de klassiska varumärkena, vilket ger konsumenterna ökat utbud till lägre priser. Trots att EMV visas vara det billigare alternativet, innebär detta ett främjande av en mer vertikalt integrerad marknad, som i sin tur skapar inträdeshinder för nya aktörer. På så sätt kan slutsatsen dras att EMV bidrar till en försämrad konkurrens på dagligvarumarknaden. / The Swedish grocery market is characterized by an oligopoly market with high market concentration. The market is dominated by three players who together make up 90% of the grocery market. This means that the grocery market has been criticized when prices have risen by more than 20% compared to the general price increase of 10%. Furthermore, it has been speculated that the competitive conditions of the grocery market have deteriorated over the years.  In recent years, new conditions have emerged in the grocery market in Sweden, where the development of e-commerce and the increased growth of own-brand products (EMV) are two new components of the market. Previous studies and price surveys have focused on evaluating competition in the market when examining the growth of e-commerce, but without specifically focusing on own-brand products and their influence on competition in the grocery market.  Information from the secondary data shows that the three dominant players are actively engaged in offering their own online services and buying into the activities of new players. This information together with the results from the price survey shows that e-commerce does not necessarily contribute to the promotion of competition in the grocery market. On the other hand, e-commerce contributes to increased price awareness among consumers when comparing the pricing of operators/shops. In this way, consumers can easily compare prices and determine which store is the cheapest.  Furthermore, the price survey shows that own-brand products (EMV) are cheaper than classic brands, giving consumers more choice at lower prices. Although EMV is shown to be the cheaper option, this implies the promotion of a more vertically integrated market, which in turn creates barriers to entry for new players. Thus, it can be concluded that EMV contributes to a deterioration of competition in the grocery market.

Made available in DSpace on 2016-06-02T19:51:44Z (GMT). No. of bitstreams: 1 3038.pdf: 6519252 bytes, checksum: 5fb4a9807d6c0585f17a8c2e11b1159c (MD5) Previous issue date: 2010-03-22 / Universidade Federal de Minas Gerais / The own-brand strategy has been adopted by wholesalers and retailers seeking competitive advantage through the commercialization of products sold under their brand names. The adoption of this strategy has created a new demand for the suppliers, which need to reevaluate their production structure to decide whether or not to manufacture such products. This research aims to identify and analyze the manufacturing strategy elements present in own brand supplier companies describing the motivations, positioning, and combinations of the content of the production strategy adopted. The first part comprises a literature review. In the empirical research, six case studies were carried out in companies which supply own brands in the food sector meeting the following criteria: suppliers that focus exclusively on own brands market; suppliers that sell national brand and own brand at the same time; and suppliers that sell both brands and have a representative national brand in the market it operates. Personal interviews were conducted with commercial or production managers based on semi-structured questionnaires prepared in accordance with the literature on the own brand strategy, competitive strategy, and manufacturing strategy. As a result of this research, it was possible to make some considerations about the characteristics of the suppliers pointing out the major differences between the literature and the data obtained in the empirical research with regard to the motivations for supplying and the characteristics related to production and commercialization. In addition, the companies were described according to their positioning strategies and were analyzed based on the generic production strategies adopted. Thus, based on such information, some relationships were established between the strategies adopted and the structural and infrastructure decisions, and the companies were evaluated based on the stage of their ownbrand evolution. Finally, new contributions were identified and suggestions for future research were put forward in an attempt to consolidate the knowledge of own brand suppliers in Brazil. / A estratégia de marca própria vem sendo adotada por atacadistas e varejistas que procuram obter vantagem competitiva por meio da comercialização de produtos que recebem suas marcas. A adoção dessa estratégia tem gerado uma nova demanda para as empresas fornecedoras, que precisam reavaliar sua estrutura produtiva para decidir ou não pela fabricação de tais produtos. O objetivo desta pesquisa foi identificar e analisar os elementos da estratégia de produção presentes em empresas fornecedoras de marcas próprias, descrevendo as motivações, o posicionamento e as combinações do conteúdo da estratégia de produção adotada. A primeira parte do trabalho compreendeu uma revisão bibliográfica. Na parte empírica da pesquisa, foram realizados seis estudos de casos em empresas fornecedoras de marcas próprias do setor alimentício, que atendiam aos seguintes critérios: fornecedores que se dedicam exclusivamente ao mercado de marcas próprias; fornecedores que comercializam concomitantemente marcas de fabricante e marcas próprias; e fornecedores que comercializam ambas as marcas e possuem uma marca de fabricante representativa no mercado em que atua. Foram realizadas entrevistas pessoais com os gerentes responsáveis pela área comercial e de produção, baseado em questionários semi-estruturados elaborados de acordo com a literatura sobre a estratégia de marcas próprias, estratégia competitiva e estratégia de produção. Como resultado da pesquisa, foi possível efetuar algumas considerações sobre as características dos fornecedores estudados, apontando as principais diferenças entre a literatura e os dados obtidos na pesquisa empírica no que se refere às motivações para o fornecimento, características relacionadas à produção e condições comerciais. Além disso, as empresas foram descritas conforme suas estratégias de posicionamento e ainda foram analisadas com base nas estratégias genéricas de produção adotadas. Assim, baseado em tais informações, foram efetuadas algumas relações entre as estratégias adotadas e as decisões estruturais e infra-estruturais, assim como avaliadas conforme o estágio de evolução das marcas próprias. Por fim, foram apontadas as contribuições e sugestões para pesquisas futuras na tentativa de consolidar o conhecimento sobre os fornecedores de marcas próprias no Brasil.

台灣資訊電子業自八零年代初期開始，憑藉著充沛且低廉的高素質勞動力，為歐、美、日等國際大廠從事OEM、ODM業務，為自身培育出堅強的製造與設計研發能力，並且為台灣創下經濟奇蹟以及獲得「電腦王國」的稱號。然而這種主要為滿足國際大廠需求而塑造出來的發展模式，使得台灣廠商習慣於接受客戶訂單要求的經營模式，對於廠商本身在定義產品、國際行銷、品牌發展以及通路經營等方面並未有長足進步。此外，近年來受到全球化、區域經濟整合以及新興市場國家的崛起，加上台灣已逐漸邁入已開發國家，勞力不再低廉、土地成本高漲、環保意識逐漸抬頭等，使台灣廠商過去所仰賴的競爭優勢已不復存在。施振榮先生提出「微笑曲線」，他認為台灣產業必須從過去附加價值低的製造代工的角色，轉型走向價值鏈兩端的研發設計與品牌經營。近幾年來，企業界和政府已經感受到品牌對於企業經營的重要性，以目前看來，已經有許多台灣自有品牌廠商在各自領域中大放異彩，並且在全球市場上占有一席之地。 過去對於台灣廠商在自有品牌經營的發展狀況，已有許多學者專家投入相關議題的研究。然而在研究上大多為探索台灣企業經營自有品牌成功的關鍵因素，或者是自有品牌的經營策略，對於自有品牌成功關鍵因素之一的行銷通路建構，其相關議題研究較少。因此，本研究將著重於影響企業經營自有品牌成功的關鍵因素中，被多數研究所認同的關鍵成功因素：「行銷通路建構」，進行深入探討，並且針對從創業開始便從事自有品牌經營的廠商進行研究，藉以充分瞭解廠商自有品牌建立的實務過程。本研究擬採用個案研究方式，以在網通產業品牌經營有成的D-Link友訊科技與A公司作為本研究的個案對象，期望將有助於其他有志發展自有品牌之企業作為其未來經營之參考依據。 本研究之研究問題有三：1.台灣自有品牌廠商的國際行銷通路建構型態與方式為何？2.台灣自有品牌廠商在國際行銷通路建構過程中對於不同市場特性、產品組合與通路商類型的因應方式與對策為何？3.影響台灣自有品牌廠商國際行銷通路建構的關鍵性因素與作法為何？ 本研究先行針對相關文獻進行回顧，瞭解可作為通路建構模式的相關文獻，包括「自有品牌」、「行銷通路」、「組織學習理論」以及「資源基礎論」等相關理論，並透過個案訪談以及次級資料蒐集整理方式，獲得個案公司資訊，並分析個案公司的通路建構模式。本研究主要獲得以下結論： 1.自有品牌廠商在進入國際市場初期，地區代理商為其主要的行銷通路。然而經營主管對於通路經營理念上的差異，便會造成通路商數量選擇上的不同。此後，廠商便會針對通路商從事系統性的通路整合與管理，發展出整體行銷通路體系。 2.自有品牌廠商在各地區當地的業務主管與經營團隊成員對於其通路建構成功與後續通路管理扮演不可或缺的角色。 3.自有品牌廠商透過與通路商溝通以及提供通路商教育輔導，將有助於產品銷售以及減少通路衝突，強化彼此關係，創造彼此利益。 4.自有品牌廠商所提供的高品質、高效能的產品，將有助於廠商國際行銷通路之建構。 5.自有品牌廠商透過資源蓄積與組織外部學習方式，所建構出在資源面與能力面上的新策略性資源，將有助於廠商行銷通路建構。然而自有品牌廠商組織文化上的差異，將會造成通路建構策略與方式上的不同。 本研究對於實務上的管理建議為： 1.自有品牌廠商宜著重技術深耕與研發並且提供通路商高品質的產品與服務。 2.自有品牌廠商宜重視與授權在地化經營以增進在地經營團隊對於企業的認同感。 3.自有品牌廠商宜建立完善的組織學習機制。 關鍵字：自有品牌、行銷通路、組織學習、資源基礎論 / Taiwanese electronic companies are good at manufacturing and design, and take OEM/ODM business for the first-tier international electronic companies. However, in recently, the competitive advantages of Taiwanese companies gradually decline due to the booming of the the developing countries. Thus, industrial and government highly appealed the companies to develop their own brand, and hoped it will show good performances in the near future. Until now, some of the companies reveal outstanding results in their own industry, and become the global well-know enterprises. In the past, it had been many researches who did the relevant topics about the Taiwanese companies establishing their own brand. Neverethelss, most of the researches focused on discussion the successful factors of establishing own brand or the own brand business strategy rather than on establishing marketing channel, the key successful factor of establishing own brand. Thus, the study will focus on discussion the market channel establishment, and select to research the own brand companies which built their own brand from start-up in order to understand the practical procedure. The case companies are D-Link and A Corp., the first tier Taiwanese network communication manufacture company. Their remarkable performance can be the examples for the other companies to follow them. The main literature in this study includes own brand, marketing channel, organizational learning, and resource-base theory. The study takes case interview and collect the second-hand data to acquire the critical information of the case companies and analyze their marketing channel model. There are several conclusions from the study: 1.In the early stage of entry international market, own brand company’s main channel is local agency. However, the different channel management ideas between the leaders will induce to select differenct channels numbers. However, own brand companies will gradually conduct channel integration and management to develop their whole marketing channel system. 2.The local mangers and business teams of the own brand companies play the key players to establish marketing channel and their channel management. 3.Own brand companies who usually communicate with the channel members and provide education course for the channel parmters will bring benefits for their sales, reduce the conflicts, consolidate mutual relationship, and create mutual benefits. 4.Own brand companies who provide high quality and performance products will bring positive effects to establish marketing channel. 5.Own brand companies who accumulate internal resources and conduct external organizational learning will build strategy assets in assets and capabilities sides. Neveretheless, the organizational cultural difference will make a difference in the strategy and method of establishing marketing channel. In the study, the managerial suggestions for the companies who would like to develop their own brand include: 1.The companies have to focus on strengthen their R&D and provide high quality and performance products for their channel partners. 2.The companies have to empower the localization and promote the local business teams’ identity for the company. 3.The companies have to build a well-done organizational learning system. Key words: Own Brand, Marketing Channel, Organizational Learning, Resource Based Theory