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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/54153
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/54153


    Title: 從代工至自創品牌之策略行銷分析:以達芙妮為例
    Strategic marketing analysis of transition From OEM to OBM: a case study of DAPHNE
    Authors: 謝其宏
    Hsieh, Chi Hung
    Contributors: 巫立宇
    彭朱如

    Wu, Lei-Yu
    Peng, Tzu Ju

    謝其宏
    Hsieh, Chi Hung
    Keywords: 代工
    自創品牌
    策略行銷4C
    OEM
    OBM
    Strategic Marketing 4C
    Date: 2011
    Issue Date: 2012-10-30 10:10:09 (UTC+8)
    Abstract: 縱觀台灣過去產業發展史,多數公司由代工起家,歷經多年的經驗,擁有優異的生產製造能力。當中國大陸躍升為世界工廠後,其低廉的生產成本競爭優勢,讓外國的大廠趨之若鶩,於是台灣企業開始思考如何不再靠賺取微薄代工利潤來經營,而是藉由自創品牌來提升自己的競爭力。然而,自創品牌的想法固然不錯,但是能夠真正將品牌經營成功的企業卻是少數。其中,台灣製鞋業受到中國大陸低廉的生產成本所影響,導致許多製鞋廠倒閉或是轉往其他國家設廠以求生存。本研究的個案對象就是當初因成本壓力,因而前往中國大陸設廠的製鞋企業─達芙妮。

    本研究文獻探討著重在三個部分:品牌、代工與自創品牌、策略行銷4C理論。利用邱志聖(2006)策略行銷4C的四大構面:外顯單位效益成本、資訊搜尋成本、道德危機成本及專屬陷入成本,來研究中國大陸女鞋領導品牌達芙妮。本研究將達芙妮的發展軌跡分為五階段,分別為全代工、品牌草創、自建通路、品牌滲透、品牌擴張等五個時期。透過策略行銷4C架構,分析各階段具體作為的策略意涵,並歸納各階段發展的側重點,研究實務個案與理論架構之異同。

    本研究歸納出以下結論:一、全代工時期的關鍵在於解決外顯單位效益成本。達芙妮透過及早轉移生產基地,降低生產成本,成功獲得客戶的訂單;二、品牌自創時期的關鍵在於解決資訊搜尋成本。達芙妮藉由舉辦展銷會與積極參展,成功吸引通路商願意銷售產品給最終消費者;三、品牌自建通路期的關鍵在於解決資訊搜尋成本。達芙妮減少透過通路商銷售,而是靠自建通路直接與最終消費者接觸。四、品牌滲透期的關鍵在於解決外顯單位效益成本與資訊搜尋成本。達芙妮透過建立配銷中心、整合設計團隊及密集展店方式,達到深耕市場的目標。五、品牌擴張期的關鍵在於解決外顯單位效益成本。將自己定位於流行產業的達芙妮,提供多樣化產品滿足消費者日新月異的需求。

    關鍵字:代工、自創品牌、策略行銷4C
    When viewing industry development history in Taiwan, most companies started from original equipment manufacturer (OEM) and have developed manufacturing capability. When China became world factories because of its low cost competitive advantage, a lot of companies transferred their factories to China. As a result, Taiwan’s companies started to change the business model from OEM to OBM to earn more profit. Many companies in Taiwan’s shoe industry were impacted by low cost competitive advantage in China, and thus they went into bankruptcy or transferred factories to other countries to survive. The case “DAPHNE” in the study was the shoe company pressured by production cost and transferred factories to China at that time.

    Literature review in the study has three parts: brand, OEM&OBM, Strategic Marketing 4C theory. Utilizing Chiu’s (2006) Strategic Marketing 4C framework examines China leading female shoe company DAPHNE. The study separates development track of DAPHNE into five stages: OEM, brand introduction, construction of stores, brand penetration, brand expansion. Using Strategic Marketing 4C framework understands strategic meaning in key strategies, summarizes key action in each stage, and examines the difference between reality and theory.

    The research shows following conclusions: First, the key success factor in OEM stage is that DAPHNE transferred its factories as soon as possible to decline production cost to get orders; Second, the key success factor in brand introduction stage is that DAPHNE attracted dealer by holding trade fairs to sell products to end users; third, the key success factor in construction of stores is that DAPHNE built direct selling stores to communicate with end users; fourth, the key success factor in brand penetration is that DAPHNE built distributor centers, integrated design teams, and expanded stores intensively to penetrate China market; fifth, the key success factor in brand expansion is that DAPHNE provided various products to fulfill consumers’ diverse demands.

    Key Words: OEM, OBM, Strategic Marketing 4C
    Reference: 一、英文部分
    1.Aaker, D. A. (1996),”Measuring Brand Equity Across Products and Markets”, California Management Review, 38, 102-120.
    2.Dodds, William B., Kent B. Monroe, and Dhruv Grewal(1991), “The Effects of Price, Brand, and Store Information on Buyers’ Product Evaluations,” Journal of Marketing Research, Vol.28 (August), 307-319.
    3.Doyle, P. (1990),”Building Successful Brands:The strategic options”, Journal of Consumer Marketing, 7, 5-20.
    4.Kim, P. 1990. A Perspective on Brands. The Journal of Consumer Marketing, 7, 63-67.
    5.Neuman, W. L. (1997), Social research methods: Qualitative and quantitative approaches, Boston: Allyn and Bacon.
    6.Pfeffer, Jeffrey & Gerald R. Salancik(1978), The External Control of Organizations – A Resource Dependence Perspective, New York: Harper & Row, Publishers.
    7.Philip Kotler (2003), A Framework for Marketing Management (2nd ed.), Prentice Hall.
    8.Philip Kotler(1994), Marketing Management: Analysis, Planning, Implementation, and Control(8th ed.), P.447
    9.RNCOS (2011), China Footwear Market analysis.
    10.Sak Onkvist and John J. Shaw(1991), The international Dimension of Branding: Strategic Considerations and Decisions, International Marketing Review, 6(3), pp.22-34
    11.Scott, Ward, Larry Light, and Jonathan Goldstine (1999), What High–Tech Managers Need to Know About Brands, Harvard Business Review, 77(4), 85-95.
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    13.Yin, R. K. (1994), Case Study Research: Design and methods (2nd ed.), Thousand Oaks, CA: Sage.

    二、中文部分
    1.中華經濟研究院(2003),如何提升產業價值鏈延伸至品牌及通路之策略,經濟部工業局九十二年度推動企業營運總部計畫研究報告,5。
    2.李小娟(1989),產品的第二生命,台灣經濟研究月刊,12(2),41-43。
    3.李吉仁(1996),國際分工與廠商策略選擇/ODM的策略架構,第五屆產業管理研討會/台灣產業之創新與國際化。
    4.李思嫺(2002),組織內外部因素、建立自有品牌決策與廠商績效之關聯性研究,成功大學企業管理研究所碩士論文。
    5.李秋慧(1992),台灣廠商國際化下之品牌策略:產業條件與自創品牌之個案分析,台灣大學商學研究所碩士論文。
    6.李偉豪(2005),從主觀的品牌權益探討品牌延伸-以我國電子資訊自創品牌廠商為例,中正大學企業管理研究所碩士論文。
    7.林子正(2006),OEM/ODM廠商轉型自有品牌經營之行銷通路建構歷程研究–以明基電通為例,政大科技管理研究所碩士論文。
    8.林明達(2002),台灣製鞋業赴越南投資區位選擇之研究,國立暨南大學東南亞研究所碩士論文。
    9.林銘松(1995),台灣自創品牌廠商國際行銷通路選擇之研究-以資訊電子業為例,交通大學商業教育學研究所碩士論文。
    10.邱志聖(2006),策略行銷分析-架構與實務應用,二版,台北市:智勝文化
    11.洪順慶(1996),自創品牌關鍵成功因素之研究,國科會專題研究計劃,NSC. 85-2416-H0416-E6。
    12.胡若堯(1993),自創品牌關鍵成功因素之研究,臺灣大學商學研究所碩士論文。
    13.徐婉萍(2005),自有品牌開發對客戶權益的影響分析-以電腦代工業為例,東吳大學國際貿易學系碩士論文。
    14.陳兵毅(2007),中踏鞋業公司發展戰略研究,北京對外經濟貿易大學EMBA
    15.陳更生、林唐裕(1989),OEM?還是自創品牌?,台灣經濟研究月刊,134,44-48。
    16. 陳振祥(1997),ODM 策略之理論架構與實證,國立台灣大學商學研究所博士論文。
    17.陳賢民(2011),達芙妮西進的藍海策略,政治大學第十七屆服務管理研討會:服務業西進。
    18.黃銘章、鄭祥麟、劉玉雯、盧亭均(2008),達芙妮的通路變革,產業管理評論,2(2),50-62。
    19.黃蕙娟(1990),臺灣企業國際上自創品牌策略之研究,政治大學企業管理研究所碩士論文。
    20.劉欣靜(1997),台灣廠商自創品牌之決策過程—以交易成本理論為分析架構,政大國貿所碩士論文。
    21.黎堅(1989),自創品牌檢討,台灣經濟研究月刊,12(2),19-25。
    22.賴大衛(1991),品牌行銷實戰,卓越出版社。
    23.鮑莉莉(2007),中國制鞋業比較優勢狀況及對策研究,北京對外經濟貿易大學國際貿易學碩士論文。

    三、網路資料
    1.黃紹裘(2008),製鞋業發展現況與展望,取自:http://www.cnfi.org.tw/kmportal/front/bin/ptdetail.phtml?Part=magazine9703-456-9
    2.方沛晶(2011/11/9),達芙妮陳英杰:賣鞋子就像開唱片公司,今周刊,777期,取自:http://www.businesstoday.com.tw/v1/content.aspx?a=W20111101929
    3.林文玲(2010/12),女鞋踏遍中國30省份 規模10年成長20倍,經理人雜誌,取自:http://www.managertoday.com.tw/?p=5808
    4.彭漣漪(2010/10),快速與時尚 吸引中國3億名女性入店,遠見雜誌,292期,取自:http://www.gvm.com.tw/Boardcontent_16751.html
    5.宋健生(2010/8/26),寶成達芙妮 搶攻台灣女鞋,經濟日報,取自:
    http://mag.udn.com/mag/happylife/storypage.jsp?f_ART_ID=266973
    6.曾麗芳(2007/4/24),陳賢民抓對時機 達芙妮迅速竄紅大陸市場,工商時報,取自:http://reader.chinatimes.com/forum_3477.html
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    http://mit.bestmotion.com/news/newsshow.asp?repno=2690&page=1
    8.趙春秋(2010/11),20. 小皮鞋走出大市場--哈爾濱速遞物流達芙妮項目收入過百萬元,取自:http://www.chinapostnews.com.cn/epaper/html/2010-11/06/content_22953.htm
    9.百麗國際官方網站,http://www.belleintl.com/sc/index.jsp
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    14.美國行銷學會(American Marketing Association, AMA),www.ama.org.com
    15.2011世界製鞋產業發展分析,環球鞋網,取自:http://www.shoes.net.cn/。
    Description: 碩士
    國立政治大學
    企業管理研究所
    99355007
    100
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0099355007
    Data Type: thesis
    Appears in Collections:[企業管理學系] 學位論文

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