Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/24128
標題: 運用三維之微笑曲線思維架構突破代工與品牌經營的兩難- 以機械廠商為例
Proposing A 3-D Smiling Curve Paradigm to Resolve Branding Dilemma: The Case of Machinery Firms
作者: 何顯宗
Ho, Hsien-Chung
關鍵字: http://etds.lib.nchu.edu.tw/etdservice/view_metadata?etdun=U0005-1206200614385600;品牌;代工;策略;機械業;微笑曲線;市場差異化區隔
出版社: 高階經理人碩士在職專班
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摘要: 
『To B(rand), or Not To B(rand)』,本研究為面臨取捨「專注代工」或「行銷品牌」而陷於兩難困境之台灣機械業廠商,提供一項更寬廣、開闊之思維架構,據以制定企業最佳經營策略,追求轉型提昇、持續成長。

首先針對「策略」相關定義進行基本論述;並就「代工」與「品牌」對國內企業發展之影響進行探討;進而分析台灣機械產業現狀所面臨之挑戰與闡述邁向品牌經營必須克服之困難點。

研究自施振榮之微笑曲線理論切入,指出在「供應鏈」與「附加價值」所架構之二維微笑曲線所之侷限下,機械業廠商邁向品牌經營時將面臨相當之阻力與高風險。而在融入「藍海策略」思維與Grant對企業總體策略之闡述-包括產品範疇、地理範疇、垂直整合範疇等理論後,本研究自原二維微笑曲線架構中延伸出「市場差異化區隔」之第三軸線,建構出三維微笑曲線架構。

在三維之微笑曲線架構中,第三軸之「市場差異化區隔」軸線座標,可以是代表不同國家、區域之地理性市場區隔;也可以是代表產品性能多寡之區隔;更可以是高低階品質等級之市場區隔。其所揭示之意義是指企業可以在客觀審視環境及本身能耐後,將有限之資源有效運用、發揮於不同之市場區隔上,再進一步善用競合策略,在各項區隔市場上串連各合作夥伴企業之核心能耐,構成完整之供應鏈,以謀取企業整體最大之回饋效益與提昇轉型。

本研究除個案分析一家代表性廠商之代工、品牌發展歷程,並彙整訪談三家機械廠商與一家研發機構之高階經營者之結論,藉以進一步佐證在三維微笑曲線思維架構下,台灣機械廠商採取「品牌與代工兼顧並行」策略之可行性與妥適性,而「企業國際化能耐」將在此項策略之實施過程中,扮演「閘門」機能之關鍵性角色。


關鍵字:品牌;代工;策略;機械業;微笑曲線;市場差異化區隔。

『To B(rand), or Not To B(rand)』,this study propose a 「3-D smiling curve paradigm 」to help Taiwanese machinery firms absolve from the dilemmatic situation between OEM and OBM by providing a wider and extendible thinking frame to formulate the most appropriate strategy for enterprises.

Base on the theory of 「smiling curve paradigm」which created by Stan Shih, founder of Acer, this research point out the restriction of「2-D smiling curve paradigm 」concept. Machinery firms might feel dilemmatic due to the concern of strong resistance as well as high risk if they want to leap over from OEM to OBM.

By merging the concept of 「Blue Ocean Strategy」;「differentiation」;and Grant’s corporate strategy theory of Vertical Integration and Scope of the firm, including「Product scope」、「Geographical scope」、「Vertical scope」;this research create a 「3-D smiling curve paradigm」by add the third axial trace - 「Segment differentiation market」to original「2-D smiling curve paradigm」.

In the frame of 「3-D smiling curve paradigm」, the third axial trace - 「Segment differentiation market」can express either the segmentation of countries, geography area; or product function rank; or quality rank. Enterprises should examine their external factors and internal core competence to utilize limited resource to act the most proper roles at each supply chain of different market. In addition, by means of collaboration, enterprise can build a complete supply chain with its partner to gain maximum profit and the advantage for enterprise continued advancement.

To proof the practicability and appropriation that Taiwanese machinery firms can run parallel of OEM and OBM in the structure of「3-D smiling curve paradigm」,this research interviewed the executive managers of three machinery firms and one research organization in addition to make deep study analysis for one representative machinery firm.

Keywords: OEM;ODM;OBM;Brand;Strategy;Machinery;Smiling curve.
URI: http://hdl.handle.net/11455/24128
其他識別: U0005-1206200614385600
Appears in Collections:高階經理人碩士在職專班

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