健康穿戴式產品在東南亞市場轉型策略之研究－以Garmin為例

Abstract

科技的突飛猛進與環境的迅速變遷，企業面對的不再僅是同業，更多是來自跨界的競爭。同時，產業的生命週期變短，企業的優勢也變得非常短暫，甚至常常遇到生存危機。本研究以Garmin為例，探討其面對「可攜式汽車導航產品」(PND)市場的劇烈衰退時，如何根據公司的「垂直整合」與「產品多角化」的經營策略，重新布局，以「健康穿戴式產品」成功翻轉，創造第二成長曲線。 Garmin以「有幾成長」與「併購成長」的方式，逐步實現其「垂直整合」與「產品多角化」的經營策略。在面對企業轉折點時，「多角化」得以讓它從「健康穿戴式產品」再出發；「垂直整合」讓它的「健康穿戴式產品」可以在市場上迅速產生差異化。本研究並以「動態競爭」理論，檢視其「健康穿戴式產品」的競爭力。最後以Garmin在東南亞的「健康穿戴式產品」市場實務操作為例，檢視其如何在產品、價格、通路、及行銷策略上，運用「垂直整合」與「產品多角化」的優勢，順利翻轉，在健康休閒市場上站有一席之地。

With the technology advances and rapidly changing environment, companies have faced more fierce competition. In addition, the increasingly shortened product life cycle also makes it hard for firms to sustain competitive advantage based on certain key product, especially when it suffers decline. In response to the challenges, it is imperative for firms to adopt transformation strategies. To examine how a firm achieves successful transformation, this study attempts to investigate the case of Garmin, aiming to explore how it transforms from the declining portable navigation device market into the wearable wellness device market. Specifically, this research examines how Garmin achieves its competitiveness and growth in the Southeast Asian markets based on vertical integration, diversification, as well as 4P and 4C marketing strategies. Results, implications, and future research directions are then discussed.