自主品牌汽車產業經營策略研究：以T品牌公司為例

Abstract

汽車產業全球化是產業必然趨勢，因為其資本投入鉅額，技術進步快速，須藉全球之力方能生產價格最適化的產品，以供銷全球！若台灣汽車產業停留在進口貿易銷售方式或品牌授權生產方式，僅須遵從國外品牌廠所主導之各項行銷手段，包括車型導入計畫、進口零件價格及通路規畫等，最為省力但利潤亦最低，甚至有時產生虧損、為人作嫁。簡言之，就是所有營利節點均掌握在國外品牌車廠手中。 然Ｙ集團為能擺脫品牌母廠掌控，成立技術研發中心，在經過數十年的培育，已具備相當優異的技術能力，終究希望能夠生產屬於台灣的自主品牌！加上進入WTO後，更加助益自主品牌的發展！本研究的目的是為了探索自主品牌建構的經營策略挑戰與成敗關鍵，作為再出發的借鏡。 本研究以Ｙ集團之Ｔ品牌公司實際個案，並結合相關國際企業理論，探討Ｔ品牌經營策略，包括產品導入國別選擇策略、市場進入策略、經營環境分析、經營策略選擇及企業經營成長策略等。 另對應各國市場產品的差異性，Y集團在進行產品研發或共用平台導入台灣市場時，因為起始設立目的與一般企業不同，面對極為挑戰的經營難題，如企業文化、人心的浮動等，潛蕆著很大的風險，本研究亦進一步探討組織變革，並探索有效的關鍵成功因子。 本研究根據Y集團T品牌實際個案，真實呈現自主品牌在台灣經營所面對的極鉅挑戰，以及各項策略思維對策結果。

The globalization of the automotive industry is an inevitable trend of the industry, because of its huge capital investment and rapid technology progress. It is necessary to take advantage of the global resources to produce vehicles with the best price! If the Taiwanese automobile industry stays in the import mode or the brand-authorized-production mode, it is only necessary to comply with various marketing methods led by foreign brand, including new model introduction plans, import parts prices, and channel plans, etc., which is the most brain-saving but the less profitable, sometimes even losses. In short, all profits are controlled in the hand of foreign car brand owners. In order to get rid of the control of the car brand owners, a technology research and development center has been established by group Y. After decades of cultivation, it has already possessed excellent technology capabilities. After all, it hopes to be able to produce its self-owned brand! In addition, after entering the WTO, it will further help the development of self-owned brands! The purpose of this study is to explore the challenges of business strategy and the key to success or failure of self-owned brand. This study is based on the actual case of brand T of group Y to explore the relevant international business theories, including market selection strategies, market entry strategies, business environment analysis, business strategy choosing, and corporate growth strategies. In addition, in response to the differences of various markets, when Group Y conducted product development or common platform introduction into the Taiwan market, because the initial purpose of brand T is not the same as ordinary enterprises, it faced extremely challenging problems, such as corporate culture and floating hearts. With significant risks, this study also explores organizational change and explores key success factors that are effective.