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.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0097359029 |
| Creators | 徐伊嫻, Hsu, I Hsien |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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