企業品牌發展與多元化轉型研究—以E公司為例

Abstract

論文敘述個案公司（保銳科技股份有限公司Enermax Technology Corporation）創立至今33年，在第一個10年如何突破代工微利瓶頸，抓住創立品牌的機會，一舉成功正式建立自有品牌。在第二個10年企業發展的成長期，如何利用差異化與研發優勢，持續推出具專利性、獨立性的電腦周邊產品，延續高毛利率、高市佔率的榮景。在第三個10年市場需求逐步萎縮轉變，甚至後期，國際級知名品牌異業競爭者亦競相介入。而E公司營運規模則屬中小企業，當面臨強大競爭壓力，不免營運決策、品牌策略搖擺不定，這也導致企業業績急遽衰退，營運面臨困境。個案公司剛開啟第4個10年，從這個關鍵階段進行多角化經營與數位轉型，將個案公司往前景好的行業轉移，本研究也提出下列的結論與建議，做為企業經營國際品牌的借鏡，與個案公司多角化轉型，未來可持續發展的策略:

(一) 延續核心競爭力，強化品牌價值 (二) 找到屬於品牌DNA差異化的產品，與消費者需求的交集點 (三) 開創不一樣的商業模式，找出與目標消費者溝通的關鍵時刻 (四) 以數據做決策、及時瞭解市場動態 (五) 採用菲利浦．科特勒的5A 架構，擬定數位行銷傳播策略 (六) 經營品牌自有流量池

文中討論保鋭科技公司四個經營階段與相關分析： 第一階段（1990-1996）：代工時期～微利圖存，自有品牌，暫無加值。 第二階段（1997-2009）：成功造勢自有品牌～-ENERMAX安耐美。 第三階段（2010-2020）：筆記型電腦崛起，桌上型電腦急遽衰退，營運持續多年虧損，企業面臨轉型挑戰。 第四階段（2021～）：數位時代來臨，公司數位轉型（數位管理、數位行銷）得以開展。期待～保銳科技「浴火鳳凰～榮景再造」。

本研究提供企業的建議包括：品牌定位、差異化、研發創新做法、品牌通路策略及當市場發生變化時，企業應掌握哪些關鍵指標，進行品牌策略調整，最後提供個案公司多角化轉型的數位行銷、商業模式策略建議。

This paper presents a case study of Enermax Technology Corporation, a PC hardware company with a 33-year history, through its evolution across four distinct business stages. Initially, Enermax broke free from the low-profit OEM model to establish its own brand. In its second decade, the company gained market share through patented, high-margin computer products. However, the third decade saw a decline in market demand and intense global competition, leading to operational challenges and decreased performance. Now in its fourth decade, Enermax is embracing diversification and digital transformation, aiming to adapt to promising new industries.

Key conclusions and recommendations for sustainable development and international brand management include: (1)Sustain core competitiveness and enhance brand value. (2)Identify products that align with the brand's DNA and meet consumer demands. (3)Innovate unique business models and identify key moments to communicate with target consumers. (4)Utilize data for decision-making and stay updated on market dynamics. (5)Applying Philip Kotler's 5A framework for digital marketing strategies. (6)Build and maintain a brand's own media and create privacy traffic. The paper examines Enermax's journey:

Stage 1 (1990-1996): OEM period with low-profit margins, no added value. Stage 2 (1997-2009): Successful branding of its own brand – ENERMAX. Stage 3 (2010-2020): Challenges from a shrinking desktop market, necessitating a strategic shift. Stage 4 (2021-present): Focus on digital transformation and diversification.

The study offers insights into brand positioning, differentiation, innovative research, channel strategies, and key performance indicators for adapting brand strategy in a dynamic market. It concludes with strategies for digital transformation and business model recommendations for Enermax's ongoing diversification.