論獨特價值的堅持與追求—瑞士鐘錶廠商之個案研究

Abstract

本論文之目的，是透過對瑞士著名鐘錶公司百達翡麗(Patek Philippe)的個案研究，探索企業如何在嚴峻的動態競爭環境中，長期創造並維持獨特價值與競爭優勢。此外，本研究也將討論百達翡麗如何因應數位轉型趨勢對於企業的挑戰。 台灣的產業是以競爭激烈的代工製造業為主流，以追求效率降低成本擴大規模為手段。相對而言，百達翡麗經營的對象大都針對「金字塔頂端」的客群，此客群把百達翡麗當成具有收藏價值的資產之一，而非是流行時尚的奢侈品牌。因為百達翡麗具有的獨特性、稀有性、尊榮性、甚至炫耀性及增值性與金字塔頂端客群的理念相合。而要滿足上述客群需求所需要的經營心態(mindset)，理念及決策方式，百達翡麗掌控得恰得其份。 本論文的重心是討論百達翡麗如何採用一系列環環相扣的活動來提升品牌價值。例如，一般產業(如電子業)成本管理的重點是降低成本(cost down)；然而，百達翡麗卻經常以增加成本來創造獨特性。具體而言，百達翡麗以高品質稀少性、客製化來提升品牌價值；以家族治理來提升產品傳家寶意象；以強大維修能力來提升品牌價值；以專業經銷商來提升品牌價值；以拍賣市場來提高品牌價值；以百達翡麗印記來提高品牌價值；以百達翡麗博物館來提高品牌價值。最後，本論文論證百達翡麗因應數位轉型趨勢的態度，看似略顯被動消極，卻是家族企業在產量受限之下，維護品牌價值與歷史傳承的合理作為。 本論文對於管理文獻及實務，有以下三個主要貢獻：首先，百達翡麗素有「錶王」美譽，如何在全球鐘錶產業中長期維持行業頂尖，必然有其經營管理卓越之處。然而由於百達翡麗不是上市公司，其家族又行事低調，管理文獻探討者甚為不足。本研究透過作者長期對鐘錶產業的觀察，將有系統地提出深入的分析，以彌補文獻之不足。其次，台灣企業主要的競爭優勢是倚賴成本控管及快速量產的能力。相對的，百達翡麗採取的經營活動往往是以提高成本來創造獨特性，並且以限量來創造稀有性。百達翡麗的成功，對於渴望以提高附加價值來增加售價及企業價值的台灣企業，將有很大的參考意義。最後，本論文雖然採用個案研究方式，但將會廣泛比較百達翡麗和其他奢華鐘錶品牌的不同策略及對數位轉型的不同因應方式，可以幫助管理者更加深入的思考經營中的變與不變。

The purpose of this thesis is to explore how a company can create and maintain unique value and competitive advantage over time in a highly dynamic competitive environment through a case study of Patek Philippe, a leading Swiss watch company. In addition, this study will discuss how Patek Philippe responds to challenges facing the company in the global trend of digital transformation. The industry in Taiwan is dominated by a highly competitive foundry industry that seeks efficiency and cost reduction as the ways to increase its scale. In contrast, Patek Philippe operates mostly for the 'top of the pyramid' segment, which sees Patek Philippe as a collectible asset rather than a fashionable luxury brand. This is because Patek Philippe have its uniqueness, rarity, prestige, glitz and steady appreciation are in line with the philosophy of the top of the pyramid segment. Patek Philippe has the right mindset, philosophy and decision-making approach to meet the needs of this segment. The thesis discusses how Patek Philippe adopts a series of interlocking activities to enhance value of the brand. For example, while cost management in general (e.g. in electronics) focuses on cost down, Patek Philippe often increases costs to create uniqueness. In addition, Patek Phillips creates its unique value by following activities: using high quality, rarity and customization to enhance brand value; using family governance to enhance the image of family heirlooms; using strong maintenance capabilities to enhance brand value; using professional dealers to enhance brand value; using auction markets to enhance brand value; using the Patek Philippe Seal to enhance brand value; using the Patek Philippe Museum to enhance brand value. Finally, this thesis argues that Patek Philippe's attitude towards the digital transformation trend may appear to be passive, but it is a reasonable way for a family-owned company to preserve its brand value and historical legacy in the face of production constraints. This paper makes three key contributions to the management literature and practice: First, Patek Philippe's reputation as the 'King of Watches' and its ability to remain at the top of the global watch industry for so long must be a function of its management excellence. However, as Patek Philippe is not a listed company and its family is low-profile, there is a paucity of management literature. This study will systematically present an in-depth analysis of the industry through the author's long-standing observation of the watch industry, in order to fill the gap in the literature. Second, the main competitive advantage of Taiwanese companies is their ability to control costs and rapid mass production. In contrast, Patek Philippe's business activities tend to create uniqueness through higher costs and rarity through limited quantities. The success of Patek Philippe will be of great relevance to Taiwanese companies that aspire to increase their selling prices and corporate value by adding value. Finally, although this paper adopts a case study approach, it will broadly compare the different strategies of Patek Philippe and other luxury watch brands and their different responses to the digital transformation, which will help managers to think more deeply about the changes and the changes in their operations.