美國市場進入策略—台灣手持導航裝置實證研究

Abstract

手持導航裝置成為過去五年來的蓬勃發展的產業，台灣神達電腦行動通訊部門躬逢盛事，參與其中，也如同其他台灣科技公司的歷程，從代工走向品牌，從台灣走向全世界，筆者有幸參與這整個歷程，深刻觀察到神達藉由產品創新開啟了其成功之門，成為產業的先驅者，雖有絕佳的機會建立品牌來深耕這產業，但在同一事業部內兼顧品牌及代工，資源分配，內部組織建立都非以品牌為最優先，在手持導航裝置產業初期，品牌建立相對落後於競爭著，隨著產業的趨於成熟，品牌價值成為關鍵購買的條件，讓神達在後續品牌的推廣，面臨了極大的挑戰。 同時在全球品牌的推廣，因為導航產品的高度區域性特質，各市場競爭態勢的不同，及行銷通路的差異，也發展出不同的市場進入策略。 本研究藉由神達電腦的個案分析，來探討代工，品牌組織建立及其在美國市場運用感恩節後的星期五的購物促銷成功進入美國的結果，進而提出研究結論與建議。

Portable navigation devices (PNDs) have been a booming force for the past five years. MiTAC’s Mobile Communication Product Business Unit (MBU) emerged at the right time and has become a great part of the development. MBU has expanded from ODM model to Own Brand model, following the same path as other technology companies in Taiwan, and also expanded its business scope from Taiwan to the world. Being fortunate to be part of the development has made me realize that product innovation is the key to success and leadership for MiTAC. Despite excellent opportunities to develop Own Branding, diversify focus on ODM business were usually considered top priority and resource allocation became a major issue when the business unit worked on both OEM and Own Brand projects at the same time. Therefore, MiTAC fell behind on Own Branding in the early stage of the development in the PND industry. With the maturity of the PND industry, brand value has become the main factor for consumer purchase, which then created great challenges for MiTAC’s promotion of Own Branding. While Own Branding goes global, various market strategies were required due to highly different region-based attributes, competition situations in the markets and distribution channels. This thesis analyzes MiTAC’s organization setup for OEM and Own Brand models as well as the results of its entering the US market by way of Black Friday promotion strategy, which leads to conclusions and recommendations.