Made available in DSpace on 2016-03-15T19:26:21Z (GMT). No. of bitstreams: 1 Antonio Carlos Drugg.pdf: 1154525 bytes, checksum: 4a328a0c501731c75849239acaade3d0 (MD5) Previous issue date: 2006-05-31 / The supply chain management involves participants with conflicting objectives. Attrition situations naturally occur and the use of power defines the conformation of the supply chain. Such attritions can, eventually, modify the product offered to the consumer, in the last loop of the chain. On the private label issue the behavioral dimension of the supply chain is even more accentuated because of differentiated retailer-manufacturer relationship. This paper analyzes the development and commercialization of private label products in the context of the supply chain. Using multiple case studies it was found that the private label factor does not contribute to minimizing the conflict, and in the contrary it might become a source of disagreements. / A cadeia de suprimentos envolve participantes com objetivos conflitantes. Naturalmente, então, formam-se situações de atrito, nas quais o poder de interferência de uma empresa sobre as decisões estratégicas da outra acaba por definir, muitas vezes, a conformação final da cadeia. Tais atritos podem, eventualmente, alterar características do produto ofertado ao consumidor final, que fica no último elo dessa cadeia. Quando o assunto é marcas próprias esse aspecto comportamental da cadeia de suprimentos fica ainda mais atenuado por haver uma relação diferenciada de fornecimento entre produtor e varejista. O objetivo deste estudo foi a análise do desenvolvimento e comercialização de marcas próprias dentro do contexto conflituoso da cadeia de suprimentos, utilizando para isso o método de estudo de casos múltiplos. Concluiu-se que nos casos estudados o fornecimento de marcas próprias não contribui para amenização do problema de conflito, pelo contrário, pode tornar-se uma fonte de desavenças.

面對經營疆界( Business Boundary)越趨模糊的新世代，高科技電子消費性終端產業不斷展現誘人商機；隨著傳統映像管電視機式微，取而代之的薄型電視機進入市場，關鍵組件及軟體等科技研發競賽不斷推陳出新，刺激需求；原家電品牌(製造服務)業者主宰整個電視機產業，如今卻面臨強烈挑戰；覬覦液晶電視機(LCD TV)快速引爆市場需求，成長力道強勁並快速整合產業加值鏈，各業者競爭激烈，積極進場，甚至Electronic Manufacturing Service(EMS)大廠、資通訊業者等皆企圖搶奪液晶電視機市場。 液晶電視機產業能夠快速席捲市場，主要歸功於相關產業，積極投入研發與佈局，特別在投資新代線LCD面板廠、視訊晶片(IC)及設計代工的快速帶動下，讓產業加值鏈呈現蓬勃發展；而台商在此加值鏈佔有最重要的產業群聚。 從2009年德國柏林IFA、2010年美國CES Show、Computex等展覽中觀察到世界大廠不斷在技術研發向前推進；科技浪頭的百家爭鳴，似乎引領電視機產業來到一個不連續又不斷變動的競爭氛圍。在面臨產品生命週期短促、面板價格波動劇烈、多重廣播標準與門檻及終端市場需求變化巨大的經營挑戰下，產業加值鏈持續透過整合或外包策略因應；本研究個案廠商，考量資源分享極大化以提高競爭力，大多在此階段同時選擇代工(OEM/ODM)與自有品牌經營(OBM)。 本研究藉由文獻蒐集與個案深度訪談，得到來自不同資源基礎的四類個案廠商中，無論是選擇代工或自有品牌為主的商業模式，皆在任一模式佔總營收比重超過80%時，雖然產生部份限制，但從企業追求競爭力的角度來探討「驅動力」，其在降低成本、提高營業利益、養成關鍵技術Know-How、經營顧客服務等將展現最佳營運能量與效率；進一步就商業利益的角度檢視「平衡點」，其對於提高市場佔有率、構築自有品牌、經營顧客關係等亦將呈現效益最佳化。 至於，選擇代工與品牌並重之個案公司，則陷入較為不利之經營局面；然而，若能調整以自有品牌經營為主，與代工做切割，在創新能力、整體(含音質與畫質)設計能力等做到最具精緻特色，此亦極有機會先穩固區域品牌經營，再伺機擴張。最後對個案廠商未來發展做出策略建議，以及後續研究之方向，期為業界在強化競爭力與提高營業利益等經營議題，提供參考。 / The rapid penetration of Slim-Type TV with the price decline which is raised by the great progress of LCD related technology and increasing huge investment on new generation Fab. Taiwanese firms play significant roles in this worldwide prosperity and firmly integration at all-stream for a strong supply chain. As supply chain players keep implementing integration strategy to catch up with the cross-boundary opportunities, various business models have emerged. To address this phenomenon, a novel two-phase analytic framework was conducted to study the driving force and balance condition of Taiwan LCD TV vendors’ contract manufacturing (OEM)/OBM Model Choice. Through case-study and secondary data collection, we found that while facing tough business environment, Most of Taiwan LCD TV firms with different resource-bases , have choose both OEM/ODM and OBM to achieve economic scale for revenue increasing. Also, it’s a way to do cost reduction by sharing the resources. However, this study yielded different results when four-case companies implementing both OEM/ODM and OBM strategy, we found that if no appropriate resource allocation and right people/mechanism, increase another business model to existing model will bring the reverse effect. This paper finally concluded that different resource bases companies should consider various driving force and transform to the most suited business model through continue leveraging their own competences to catch the transient market opportunities.

台灣企業早期主要是扮演協助國際品牌大廠生產代工的角色，隨著廠商不斷地累積本身能力，提升給予客戶的附加價值過程中，台灣企業也由以裝配技術為主的原廠委託製造(Original Equipment Manufacturing，OEM)轉變為具有設計能力的原廠委託設計製造(Original Design Manufacturing，ODM)。但是近年來，台灣的低成本優勢已逐漸被新興市場所取代，加上產業發展成熟後，毛利率持續下探，代工廠商就成為品牌商為了維持獲利而犧牲的對象。因此，產業升級的概念開始受到重視，其中由代工轉型升級至自有品牌一直是產官學界最關注的話題之一。 過去國內文獻對於品牌經營的相關議題，已有多位專家學者投入研究，但在研究上大多著重品牌發展策略、關鍵成功因素等策略層面，或是品牌與績效之間的關係，亦或是對自有品牌關鍵成功因素之一的行銷通路建構，對於企業由OEM/ODM轉型為OBM的實務歷程之研究仍屬少數。因此本研究針對成功由OEM/ODM轉型為OBM的企業，探討其轉型過程中，建構行銷能力之動態歷程，讓研究成果可作為台灣產業未來欲投入自有品牌經營活動時的參考。 本研究之研究問題有二：1.企業由OEM/ODM轉型為OBM的動機為何？2.企業由OEM/ODM轉型為OBM的過程中，如何發展出新的能力以適應新的環境？ 本研究的研究結論如下： 1.企業從OEM/ODM轉型為OBM的動機主要在於永續經營與擺脫代工困境，背後的目的為欲提高事業附加價值，同時，企業考量轉型時機上會選在OEM/ODM業務還穩定發展時就先進行布局。 2.企業轉型為OBM的過程中，其發展新能力方式的選擇會受到過去發展路徑與經營策略的影響，並且會透過內部的教育訓練與組織管理程序的設計來提升組織能力。 3.企業從OEM/ODM轉型為OBM的過程中，會重視「發展新產品之能力」的培養，並且會指派人員負責發展與未來新產品有關的關鍵技術，以持續保有產品與技術上的競爭優勢。 4.企業於轉型為OBM過程有關國際化經營的活動中，在發展新產品時會採「區域分工、共同開發」的做法，以提高目標消費者對新產品的接受程度。 5.企業從OEM/ODM轉型為OBM的方式很多，以購併方式能夠快速取得品牌與通路，此時其購併目的的清楚與否，會是其購併能否成功的關鍵因素。 6.企業從OEM/ODM轉型為OBM的過程中，其全球總部會扮演資源協調整合與績效評估的監督管理角色；對於購併取得的品牌或通路，會授權其在地經營團隊自主經營。 / Taiwanese industrial firms in the early days played roles as facilitating manufacturers of OEM brands. As the manufacturers continued to accumulate their ability by enhancing the added-value they can provide to customers, they transferred from Original Equipment Manufacturing (OEM) to Original Design Manufacturing (ODM). However, Taiwan has lost its low cost advantage to emerging markets recently. Also, brand owners edged contract manufacturers’ gross margin lower to maintain their profitability when the industry got matured. Hence, the concept of industrial upgrading began to receive attention, including the transformation from OEM to own brand which is the most concerned topic of government and academia. In the past, most researches related to brand management focus on strategic level such as brand development strategy and key success factors, relation between brand and performance, or marketing channel construction which is one of the key success factors to develop own brand. Only small number of study investigates the practical transformation process of industrial firms from OEM/ODM to OBM. Thus, this study majorly focuses on the dynamic constructing process of marketing capability of industrial firms which have transformed from OEM/ODM to OBM successfully and aims to investigate following questions: 1. What are the motivations of industrial firms which decided to transform from OEM/ODM to OBM? 2. How did these firms develop new capability to adapt environment during their transformation process from OEM/ODM to OBM? The preliminary research findings include: 1.The motivations of firms which have transformed from OEM/ODM to OBM are sustainable operation and to get rid of OEM dilemma. The purpose behind is to increase added-value of business. Meanwhile, the firm take transformation into consideration when the OEM/ODM business still operates stably. 2.During transformation process from OEM/ODM to OBM, the way firms develop new ability is affected by their past pathes and operating strategies. They advance organization capability through internal traning and organizational procedures design. 3.During transformation process from OEM/ODM to OBM, firms emphasize on cultivating “capability of developing new product”, and assign R&D team to take charge of developing critical technology related to future products to maintain their competitive advantage in product and technology. 4.During transformation process from OEM/ODM to OBM and among activities related to international operations, firms adopt a "regional division of labor and joint development" approach when developing new products, to increase target consumers’ acceptance to new products. 5.Industrial irms can transform from OEM/ODM to OBM in many ways. Through merge and acquisition, firms can get brands and channels quickly. It is a key to merge and acquisition successfully if the purpose of the firm’s acquisition is clear. 6.During transformation process from OEM/ODM to OBM, firms’ global headquarters play a role of supervision and management, such as coordinating and integrating resources, also performing assessment; as for acquired brand or channels, local teams are fully authorized to operate in their own decisions.

民國九十年左右，正值國內傳統行業轉型的年代，許多中小企業紛紛從所謂的夕陽工業轉型到科技業。近幾年來，政府也極力鼓勵民間企業自創品牌。但轉型成為自創品牌的企業寥寥可數，真正成功者更是少數。本研究試圖從台灣某家由傳統行業轉為自創品牌的中小企業來了解其建立品牌的經驗，除文獻探討及收集該公司之歷史資料外，並專訪該公司經理人後，進行個案分析及建立理論架構。此外，收集2000個顧客的調查資料與公司過去兩年來的銷售績效，以試圖了解競爭環境如何影響新自創品牌公司營運策略的調整，以及公司營運策略調整下，其創新研發與行銷之管理與運作。 本研究所得的重要結論有以下幾點： 一﹑新「自創品牌」公司面對競爭激烈的產業如何動態調整「營運策略」? 1. 新「自創品牌」公司的經營者對於所處競爭環境須有高度的靈敏度與機動性。 2. 資訊科技的運用可增加新「自創品牌」公司資訊的透明度與決策系統的正確性。 3. 新「自創品牌」公司正派的經營理念與形成的「品牌形象」與「企業形象」可獲得代工大廠的支持。 二﹑新「自創品牌」公司的「創新研發」與「行銷」之管理與運作為何？ 1. 新「自創品牌」公司內部「創新研發」機制是提升新「自創品牌」公司品牌知名度的關鍵。 2. 新「自創品牌」公司在「創新研發」的組織方面，會考慮藉由與異業的合作，以突破傳統的設計觀念。 3. 新「自創品牌」公司在選擇目標市場上，會鎖定利基市場與被忽略的市場，同時強調產品設計的「差異化」。 4. 集中於特定市場是擴張知名度是一較有效率的方法。 5. 新「自創品牌」公司初期階段會先以「創新研發」設計導向為主，當產品陸續被接受且市場擴大後，再轉為行銷導向。 6. 「自創品牌」公司基於產品價值的概念，其定價模式以「價值定價」而非一般傳統OEM廠商的成本加成定價。 7. 「產品品質」、「設計」與「服務體系」的整合對於新「自創品牌」公司品牌知名度與品牌認同的提升有很大的助益。 8. 新「自創品牌」公司的經營者品牌承諾的兌現，及品牌策略與產品定位的一致性，能獲得通路商及客戶的支持。 關鍵詞：營運策略，自創品牌，創新研發，行銷，差異化。 / Many small and medium-sized enterprises in Taiwan started to transform from conventional industries into high technology ones in the beginning of the 2000s, an era of transformation of the domestic industries in Taiwan. In recent years, the government also urges the private enterprises to establish their own brand . However, those that have transformed into new own brand manufacturers (OBMs) are few, and those successful even less. The study aims to explore the experience of a small and medium-sized enterprise that has transformed from a conventional industry into an own brand manufacturer. In addition to literature review and the collection of historical information of the company, the top executives and managers are interviewed in order to analyze the case and establish the theoretical framework. Furthermore, customer information and the sales performance over the past two years are collected to explore the influence of the competitive environment on adjustment of the business strategies of an OBM, and the company’s management and operation of the innovative research and development and marketing based on the adjustment. The conclusions drawn from the study are as following: 1. How does a new OBM dynamically adjust its business strategies to the keenly competitive environment of the industry? A. The CEO of a new OBM tends to show higher sensitivity and mobility to the competitive environment. B. The application of information technology enhances the transparency of the information of a new OBM and the accuracy of the decision-making system. C. The decent corporate ideology of a new OBM, its brand image and the corporate image are more likely to gain the support from the major original equipment manufacturers. 2. What is a new OBM’s management and operation of the innovative research and development and marketing? A. The innovative R&D mechanism of a new OBM is the key to the enhancement of its brand awareness. B. A new OBM may consider the inter-industry cooperation in order to make a breakthrough of traditional design concept. C. A new OBM may focus on niche markets and markets that are ignored, and put emphasis on the differentiation of product design simultaneously. D. Focusing on a certain market is a more efficient way to enhance brand awareness. E. A new OBM tends to adopt a design-oriented approach in the early stage, and consider turning to a customer-oriented or market-oriented approach when products are gradually accepted. F. A new OBM tends to adopt value pricing instead of traditional pricing. G. The integration of product quality, design and service system contributes a lot to the enhancement of brand awareness and brand identification. H. The fulfillment of the commitments of a brand by the manager of a new OBM and the consistency of brand strategy and product positioning are more likely to obtain the support from the distributors and the customers. Keywords: business strategy, own brand, innovative research and development, marketing, differentiation

台灣高科技公司一直以來，在OEM/ODM領域有卓越的表現，隨著毛利逐步被壓縮之際，越來越多的我國廠商終於認知到，透過自有品牌（OBM）的建立是提升企業價值很重要的方式。但是，若要由OEM/ODM 跨入OBM，台灣廠商最缺乏的莫過於對「市場知識」的了解。本研究藉由對神達公司（近幾年內自有品牌Mio掌上型電腦/PDA上快速發展至全球前三大）的深入個案研究，探討「市場知識」的產生與能力建構之議題，並得到以下結論： 1、市場知識的來源似乎是很多元的;而對於剛採自有品牌策略之廠商的初期階段來說，似乎是較不完整的。 2、從事代工為主要業務型態的廠商，轉向發展自有品牌初期時，影響其市場知識來源的因素，受到內部因素(組織既有核心能力)影響及牽制的成分較多。 3、從事代工為主要業務型態的廠商，轉向發展自有品牌初期時，對其在取得完整市場知識的思考與運作上有所阻礙。儘管如此，組織既有核心能力對其所需要的部份市場知識仍有所助益。 4、企業在發展自有品牌的過程中，在取得市場知識與建構市場知識能力上似乎展現出「學習」的歷程。而在市場知識能力與行銷能力的建構上似乎又與高階主管的態度以及組織相關的管理有關。 5、除了本研究將「市場知識」定義為「關於顧客與競爭者的有系統、有意義且有用之知識」。從個案中發現，市場知識除了顧客與競爭者之外，其他環境因素也相當重要，例如政府的管制、社會文化的趨勢、科技的改變的趨勢等。 6、台灣資訊硬體製造能力，若能結合數位內容的創意，透過軟體與硬體的結合，似乎能創造更有價值和差異化的產品並創造更大的競爭優勢。 / Most of the high-tech corporations of Taiwan have remarkable performances in the OEM/ODM fields. Due to the compressing gross profit, more and more corporations realize that building own brand is a very important way to promote the enterprise value. However, if they want to make strides from OEM/ODM to OBM, the most deficient thing is the understanding of “Market Knowledge”. Through the case study of “MITAC international corp.”, we discuss the issue of the creation and the construction of ability of “Market Knowledge” and obtain the following conclusions. 1、The sources of “Market Knowledge” are diversified and they can be obtained by many different ways. For the new entered corporations in the OBM field, their sources of “Market Knowledge” are less complete at the initial period stage. 2、At the initial period stage of the OEM/ODM corporations in transformation to OBM, the factors which affect the sources of “Market Knowledge” are more affected and limited by the internal factors: the “Organizational Core Capabilities”. 3、At the initial period stage of the OEM/ODM corporations in transformation to OBM, they have the hindrance of the thinking and operation of obtaining the complete “Market Knowledge”. But, the “Organizational Core Capabilities” still can give some help in getting partial “Market Knowledge”. 4、In the process of obtaining “Market Knowledge” and establishing “Market Knowledge Capabilities”, there seems to be having some processes of “Learning”. And at the part of establishing “Market Knowledge Capabilities” and “Marketing Capabilities”, there seems to be having relationships with the senior managers’ attitudes and organizational management. 5、In this research, we define the meaning of “Market Knowledge” as the systematical, meaningful and useful knowledge which is about the customers and competitors. But from the case study, we find that “Market Knowledge” is not only about the customers and competitors, other environment reasons also have important impacts on it: the restrain of the government, the tendency of the society culture and the changes of technology. 6、If the OEM/ODM corporations can combine their hardware manufacturing capability with some contents of software, it seems a good way to them to create more values, more diversified products and more competition advantages.

台灣經濟發展對外貿易依存度高，專業貿易商扮演極重要的中介角色，於產銷鏈中媒合供給與需求。然隨著全球貿易自由化、新興市場低成本競爭以及科技進步所帶來之資訊透明化，均對台灣專業貿易商之生存空間造成極大的衝擊與威脅，且台灣專業貿易商一直以來缺乏自有品牌，產品的辨識度也不高，致使其面臨被「去中間化」之危機。 本研究根據過去有關自創品牌關鍵成功因素之文獻整理歸納出六個最重要的項目，分別為：研發設計能力、優異的產品品質、可控制之行銷通路、資金與財務控管、高階主管領導與品牌人才、原有業務（OEM、ODM）與自創品牌之平衡。然過去的研究多半著墨於製造商自創品牌，而較少觸及專業貿易商自創品牌的相關論述，故本研究在分析製造商與專業貿易商的異同之後，將製造商自創品牌關鍵成功因素適用於專業貿易商，並將之所產生的問題做一闡述。 以供應鏈整合理論為基礎，本研究建構專業貿易商自創品牌的經營模型，並基於前述六項自創品牌關鍵成功因素，延伸發展出專業貿易商自創品牌所需具備的條件與關鍵成功因素，分別為：創新研發設計、垂直整合、品質控管、保護競爭知識、市場定位與差異化、可控制之行銷通路、資金與財務控管以及高階管理者帶領品牌行銷人才等八項，並藉由個案訪談之方式，研究分析兩個具代表性的個案，以驗證本研究之論述得以適用於專業貿易商自創品牌之經營模式。 / Trading companies are playing important roles in economic development in Taiwan, especially in matching buyer and seller in supply chains. However, liberalization of trade, advancement of technology, keen competition with emerging countries, and lack of own brand marketing lead trading companies in Taiwan to face the crisis of disintermediation. The research is based on six key success factors of manufacturer’s brand, including research & development ability, product quality, marketing channel, capital and financial management, brand marketing human resources and the balance between OEM/ODM and own brand marketing. We are trying to analyze the differences between manufactures and trading companies, and then apply those key success factors to trading companies. According to the theory of supply chain integration, we develop an own brand business model for trading companies in Taiwan. The six key success factors of own brand are adjusted to eight, which are innovative research & development, vertical integration, quality control, protection of intellectual property right, market positioning and differentiation, marketing channel, capital and financial management and brand marketing human resources. Furthermore, we interview two trading companies which have own brand in order to testify that the own brand business model for trading companies can really take into practice.

En esta investigación se aborda la Estrategia de Marca Propia en relación a la intención de compra en supermercados de la zona 7 de Lima Metropolitana, puesto que en los últimos años los supermercados como Metro y Tottus, quienes ocupan el primer y tercer puesto de recordación, respectivamente, han implementado esta estrategia en sus establecimientos con el fin de generar posicionamiento y mayor rentabilidad. Siendo así la finalidad de esta investigación conocer la relación de esta propuesta que ofrecen los supermercados en mención, marcas propias, con la intención de compra de sus clientes hacia las mismas. Por otro lado, la metodología de investigación empleada es correlacional y transversal, con enfoque cualitativo y cuantitativo. Aplicada a varones y mujeres de 25 a 30 años que realizan sus compras en supermercados Metro y Tottus de la zona 7 de Lima Metropolitana. El resultado de esta investigación muestra que la Marca Propia de los supermercados en estudio es percibida como una opción de compra económica de buena calidad; sin embargo, esto no genera lealtad hacia la marca, ya que optan por opciones más económica de en caso encontrar; no obstante, la calidad de lo ofrecido es un pilar importante y valioso que llega a ser comparado con las marcas reconocidas. Por otro lado, los sujetos están confundidos en cuanto a familiaridad con la marca, pese a que su percepción de calidad es reconocida. Sin embargo, la actitud hacia la marca resulta ser positiva por lo que lleva la intención de compra de marcas propias. / This research addresses the Own Brand Strategy in the relationship is understood as buying in supermarkets in zone 7 of Metropolitan Lima, since in recent years supermarkets such as Metro and Tottus, who occupy the first and third place of remembrance, respectively, they have this strategy in their results in order to generate positioning and greater profitability. This being the purpose of this investigation. The relationship of this offer offered by supermarkets in the mention, own brands, with the intention of buying their customers towards them. On the other hand, the research methodology used is correlational and transversal, with a qualitative and quantitative approach. Applied to men and women from 25 to 30 years old. Of zone 7 of Metropolitan Lima. The result of this research shows the own brand of supermarkets in the studio is perceived as a good quality economic purchase option; However, this does not generate loyalty towards the brand; However, the quality of the offered is an important and valuable pillar that comes to be compared with the recognized brands. On the other hand, the subjects are confused in a familiarity with the brand, despite their perception of quality is recognized. However, the attitude toward the brand turns out to be positive. / Trabajo de investigación