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
| Identifer | oai:union.ndltd.org:CHENGCHI/G0953590021 |
| Creators | 謝政樺, Hsieh, Cheng Hua |
| 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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