| 摘要: | 長期以來，台灣很少有產業發展成自營品牌，大多都是替世界國際級大廠做代工，在全球產品供應鏈中擔任專業委託製造加工 (OEM) 與委託設計之契約代工 (ODM)的角色，再加上近年來兩岸貿易法律的鬆綁，及各種產業營運成本陸續增加的壓力下，中國大陸、東協等新興國家已漸漸威脅到台灣代工廠的生存空間，在資源及人力愈來愈缺乏的先天環境劣勢下，一旦全球市場認為台灣代工業的成本不再是優勢時，屆時台灣筆記型電腦的代工廠商將無所適從，台灣筆記型電腦產業是否該繼續維持代工廠的模式或是從代工模式轉型為自營品牌，將是未來台灣筆記型電腦產業發展一個重要的議題。
所以華碩電腦公司有感於此，於 2008年整合公司資源，並進行事業體分割，將品牌行銷與代工製造分別獨立，華碩以自有品牌業務為主，朝品牌經營模式之路邁進。
本研究採用個案分析透過相關文獻、國內外相關產業資訊及相關碩博士論文的收集與歸納整理。針對個案公司之公司沿革、產品架構、組織架構、企業理念及歷史事件等方向深入探討及研究。並以華碩電腦所屬佔營收比例較高的筆記型電腦產業概況檢視，並參考 Porter (1979) 五力分析理論進行產業分析。最後，將分析從「代工」與「品牌」兼營轉型成專營自有品牌之營收差異比較，並檢視其策略的優缺點。本研究得到之結論如下：
1. 建立企業品牌形象，品牌與人才是台灣產業未來生存之道。
2. 將代工事業與品牌事業分割經營，增加企業建立核心事業的競爭優勢，利於企業長期發展。
3. 專注於研發創新，掌握市場脈動的變化，並建立與競爭對手的差異化，才能讓企業永續經營。
4. 企業應該重視市場區隔，產品採多角化及客製化方式經營，使產品附加價值極大化，並建立完善的行銷服務的體系。;For a long time, only a few enterprises to develop into self-brand in Taiwan, mostly for the world′s world-class manufacturers do OEM and ODM. Additionally, economic policy across the Taiwan strait has relaxed for the past few years, and a variety of industry operating costs continue to increase the pressure, China and ASEAN have gradually threatened the survival of Taiwan′s manufacturers existing space.
In the resources and manpower increasingly lack of congenital environmental disadvantage, once the global market belief that the cost of Taiwan′s manufacturing industry is no longer an advantage, when the time comes, Taiwan notebook computer manufacturers will be don′t know whom to turn to, should we continue to maintain OEM model or from the OEM model for the transformation of self-brand? Will be the future of Taiwan notebook computer industry to develop an important issue.
In 2008, ASUS enterprise has feel this, they integration of corporate resources and spin off the brand marketing and the OEM manufacturing of department, ASUS decide focus on brand business model of moving forward. The conclusions of this study are as follows:
1. The establishment of corporate brand image, the brand and talent is the future of Taiwan′s industrial survival.
2. Independent the foundry business and brand business, increase the core business to establish a competitive advantage, conducive to long-term development of enterprises.
3. Focus on R&D innovation, analyze and understand the global market, and the establishment of differentiation with competitors in order to allow enterprises to sustainable development.
4. Enterprises should pay attention to market segmentation, product diversification and customization mode of operation, so that product value maximization, and establish a sound marketing service system. |
