亞洲品牌的崛起，品牌定位與品牌價值: 以BenQ品牌策略為例

Abstract

80年代至今，台灣已在資訊產業的全球化分工體系中，扮演OEM與ODM最重要角色，也為過去台灣整體經濟發展注入強大動能。然後過去成功的經驗並不適用於未來，面對全球製造產能快速擴充導致微利競爭的威脅，以及亞洲市場快速崛起的機會，發展自有品牌成為台灣企業的重要策略思考方向。 透過回顧品牌、行銷等相關理論的文獻，並以台灣的BenQ為個案探討其在發展品牌過程中所採行的策略、行動與成效，本研究嘗試解析回答企業發展品牌的支持條件為何？可採行的策略為何？什麼是可以產生成效的行動方案等，希冀提出在實務上的具體建議，作為指引欲進入自有品牌的台灣企業一條提升附加價值之路。 本研究的結果發現: (1) 相對於系統廠商，資訊週邊商品之ODM製造商在同時發展自有品牌與製造代工較可相輔相成，優異的研發與製造能力可成為企業滿足企業與終端客戶需求的堅實基礎；(2)亞洲特別是中國與印度消費市場的快速發展，為台灣企業發展全球品牌提供良好契機；(3)創建品牌事業很難於短期獲利，常須忍受幾年的虧損。獲致成功的關鍵要素是完整的規劃以及長期經營的決心。

Since 1980, Taiwan has achieved outstanding success in the electronics industry, especially in the OEM/ODM business. It also fuels Taiwan economic development. However, the successful experience in the past could not guarantee a prosperous work in the future. Facing the threat of severe global manufacturing competition and the opportunity of Asia fast growing market, to build an own brand becomes an important strategy for Taiwan companies. Through literature review about branding and marketing related theories, and also take BenQ as a case of study to explore its strategy, action and result, this research is trying to conclude some worthwhile suggestions for those companies who determine to build a brand in a global scale. Finding from this research is: (1) for peripherals manufacturers, to build own brand and to do OEM/ODM business can be no trade-off and easier than system manufacturers if they adopt a more considered long term plan. Excellent R&D and manufacturing capability are the solid foundation to satisfy both industrial and end consumers’ needs. (2) The rapid growing Asian markets especially increasing demands from China and India have formed a great advantage for Taiwan companies to build up their own brands and expand their business on a global basis. (3) Brand business is hard to make profits in the short term. The key points to succeed are a comprehensive plan with clear direction and the determination of long term commitments.