進階搜尋


   電子論文尚未授權公開,紙本請查館藏目錄
(※如查詢不到或館藏狀況顯示「閉架不公開」,表示該本論文不在書庫,無法取用。)
系統識別號 U0026-2901201610310300
論文名稱(中文) 「品牌台灣發展計畫」政策對機能性布料廠商之影響
論文名稱(英文) The Case Study of the Effects of “Branding Taiwan” on Functional Textile Manufacturers
校院名稱 成功大學
系所名稱(中) 政治經濟研究所
系所名稱(英) Graduate Institute of Political Economy
學年度 104
學期 1
出版年 105
研究生(中文) 楊翔晴
研究生(英文) Siang-Cing Yang
學號 U16021020
學位類別 碩士
語文別 中文
論文頁數 173頁
口試委員 指導教授-鍾兆真
口試委員-周信輝
口試委員-李亭林
中文關鍵字 品牌台灣  機能性布料  自有品牌  微笑曲線 
英文關鍵字 Branding Taiwan  Functional Textiles  OBM  Smiling Curve 
學科別分類
中文摘要 自全球化後市場競爭越趨激烈,品牌商、製造商間的競爭亦是如此。前者以藍海策略,如差異化形象、創新設計以及研發作為利潤賺之取途徑;後者則以紅海策略為主,如低工資、低製造成本等作為維持利潤之途徑。我國大部分高科技導向的紡織廠仍維持代工模式、扮演供應商之角色,提供國際知名品牌商其機能性布料。在產業發展過程中,我國政府已於2006年推出「品牌台灣發展計畫」,藉由七個策略面向的輔導專案鼓勵、協助廠商進行自有品牌的建立與發展,並藉此提升台灣產業的國際形象。然而,目前此些具備創新能力的機能性布料廠商中,僅有一家正式參與輔導專案、僅幾家進行自創品牌,其餘則維持供應商的角色。因此,本研究以「微笑曲線」的理論視角出發,探究我國的品牌政策是否能協助廠商成功自微笑曲線的研發一端跨入品牌行銷的另一端。
從品牌、自創品牌成功要件與品牌政策等文獻中,本研究發現成立自有品牌最重要的成功要件在於建立精確的品牌定位、行銷策略以及通路策略,而品牌政策必須設計適當的制度以及發展策略方能協助廠商克服投入自有品牌經營的阻礙因素並掌握品牌經營的能力。經由與四家具備創新能力的機能性布料廠商之深度訪談,發現我國機能性布料廠商仍以維持代工經營為主,而跨入自有品牌之廠商則尚未掌握品牌經營能力。然而,「品牌台灣發展計畫」無法實質鼓勵或協助廠商跨入自有品牌的經營,反而協助B2B布料品牌的發展、強化布料廠商作為供應商的身分。其原因在於政策的執行架構與發展策略無法契合企業發展自有品牌所需的能力、亦無法協助製造商克服阻礙因素並且轉化企業高階管理者的代工思維。
英文摘要 SUMMERY

Taiwan’s functional textile manufacturers have been devoting to the innovations on R&D and technology, and thus obtain the competitive advantages attributed to the left end of the Smiling Curve. In fact, since 2006 Taiwan’s government has executed the policy “Branding Taiwan” to encourage and assist those manufacturers to build their own brands. However, there is only one manufacturer participating in this project and a few of them established own brands. The rest of the manufacturers maintain as the functional textile suppliers. The objective of this research is thus to study on the role and effects of “Branding Taiwan” on the development of those high-tech manufacturers.
The research utilizes case study as the approach to investigate the role of policy “Branding Taiwan”. The data was mainly collected by semi-structured interview with four selected functional textile manufacturers; those datum were analyzed and compared in a theoretical comparative approach. The research finds that those manufacturers who built own brands didn’t grasp the brand management capabilities. The policy didn’t take effect because the policy information was not efficiently conveyed and the design of development strategy was not attractive to manufacturers. As for those manufacturers who maintain ODM operation model was impeded by the long-term business model/ mindset and threats from international buyers, for which the policy didn’t design any strategy to overcome. Further, the policy reinforces the role of Taiwan’s textile manufacturers as suppliers. In conclusion, the policy “Branding Taiwan” couldn’t encourage neither assist manufacturers to successfully transform into OBM operation mode.

Key words: Branding Taiwan, Functional Textiles, OBM, Smiling Curve

INTRODUCTION

The market competition grows more and more fierce, and so does the competition among brand operators and manufacturers.Taiwan’s functional textile manufacturers have been devoting to the innovations on R&D and technology, and thus obtain the competitive advantages attributed to the left end of the Smiling Curve. Mr. Shih has pointed out that enterprises can only sustain its long-term advantages by mastering in R&D as well as brand and marketing. In fact, since 2006 Taiwan’s government has executed the policy “Branding Taiwan” to encourage and assist those manufacturers to build their own brands as well as to promote Taiwan’s industry image. However, there is only one manufacturer participating in this project and a few of them established own brands. The rest of the manufacturers maintain as the functional textile suppliers. The objective of this research is thus to study on the role and effects of “Branding Taiwan” on the development of those high-tech manufacturers.
The study reviewed related literatures on brand, establishment of own brand, and brand policy. Those literatures indicate that the factors for successful establishment of own brand are the grasp of precise brand position, marketing strategy, and channel strategy; the role of brand policy is through appropriate design of implementation architecture and development strategy to assist enterprises to overcome the impediments and obtain the brand management capabilities. The research utilizes case study as the main approach to investigate the role of policy “Branding Taiwan”. The data was majorly collected by semi-structured interview with four selected functional textile manufacturers; those datum were analyzed and compared in a theoretical comparative approach. The research finds that those manufacturers who built own brands didn’t grasp the brand management capabilities. The policy didn’t take effect because the policy information was not efficiently conveyed and the design of development strategy was not attractive to manufacturers. As for those manufacturers who maintain ODM operation model was impeded by the long-term business model/ mindset and threats from international buyers, for which the policy didn’t design any strategy to overcome. In conclusion, the policy “Branding Taiwan” couldn’t encourage neither assist manufacturers to successfully transform into OBM operation model.

MATERIALS AND METHODS

The study mainly adopts the theoretical perspective from “Smiling Curve” asserted by Mr. Shih. It indicates that enterprises must devote to R&D as well as brand and marketing to sustain its long-term benefits and competitive advantages. Thus, the study further establish a research construct based on those brand-related literature review and utilizes case study approach to investigate the role and effects of “Branding Taiwan”on four selected functional textile manufacturers. Theses four enterprises were chosen for their own high-tech textile technology and were interviewed with a semi-structural questionnaire, which lasted at least 30 minutes for each interviewee. The questionnaire design was separated into two parts: one for the manufacturers who built their own brands, and the other for the manufacturers who maintain the ODM operation mode. Furthermore, other documents were also collected to understand the background of each manufacturer and operation of the brand policy, such as government’s related publications or reports of “Branding Taiwan”, enterprises’ own publication/ websites, newspapers or magazines and etc. Finally, the datum collected were analyzed in a theoretical comparative approach to observe whether brand policy can function as an assistance for those manufacturers to successfully transform into OBM operation mode.

RESULTS AND DISCUSSION

The research findings can be separated into two groups: manufacturers who devote into OBM mode and manufacturers who maintain ODM mode. In the former group, the enterprises determined to establish their own brands on account of the consideration over the future sources of profits and even expected that their brands would bring more textile orders from international buyers. In fact, those companies couldn’t comprehensively master in brand position, marketing strategy and channel strategy because they lacked brand expertise and sufficient capital. However, “Branding Taiwan” didn’t support their development of own brands because of the following reasons. First, the policy information was so inactively conveyed that the companies couldn’t grasp all the resources provided by the government. Second, due to the aimlessly-designed policy measures, the enterprises weren’t confident in it. For instance, the matched consultant company, charged fee and other supporting projects were all unclear to the companies. In the latter group, the enterprises determined to maintain the ODM operation mode for being accustomed to the past management pattern and afraid of threats from international buyers once they developed their own brands. “Branding Taiwan” couldn’t encourage those companies for lack of strategy that helps them overcome the impediment from international buyers. However, “Branding Taiwan” along with the “Excellence Taiwan”, a reward held annually by Ministry of Economy under the project of “Branding Taiwan”, actually encouraged and supported the development of B2B textile brand of manufacturer, which reinforced the role of functional textile manufacturer as the textile supplier.

CONCLUSION

The study mainly holds that due to the inappropriate design of the implementation and strategy of “Branding Taiwan”, the enterprises were not clearly aware of and not attracted to the details of this policy and thus couldn’t garner any assistance to improve the their brand operations. On the other hand, due to the lack of integration mechanism among several major policies and projects, the enterprises tended to apply for policies which subsidize their activities in R&D and innovations rather than activities in brand and marketing for own brand (in B2C market). “Branding Taiwan” instead assisted B2B textile brand in international marketing and channel expansion and thus reinforced the role of Taiwan’s manufacturers as textile suppliers. Therefore, the study plays a critical role in identifying the urgent need for rearrangement of policy’ implementation architecture and strategy to adjust the mindsets of CEOs in enterprises, overcome the threats from international buyers, and attract those companies to actively participate in this project. Furthermore, the study found that clothing design is another crucial factor for successful brand operation especially for textile and apparel industry, and therefore there is also a need for government to cultivate more talents of clothing design.
Furthermore, the study made a contribution to the existed theory: brand policy can function as a factor for inspecting and explaining its role in assisting enterprises in the process of comprehensively mastering in two ends of Smiling Curve, as previous literature has pointed out there are a lot of impediments on manufacturers’ transformation into OBM business model. Nonetheless, on account of the limit by time and places, the exploratory study can only conducted researches on outstanding textile manufacturers first who own capabilities on high-tech and innovations, and thus ignore other small-medium enterprises’ performances and interactions with brand policy. Hence, the future researches may go deep into the field by examining more enterprises of the same industry or applied the research construct the study has established to other industries.
論文目次 中文摘要 i
Extended Abstract ii
誌謝 vi
表目錄 x
圖目錄 xii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究問題與研究目的 13
第二章 文獻回顧 15
第一節 品牌及自創品牌的探討 15
第二節 品牌政策之探討 31
第三章 研究方法與研究設計 39
第一節 研究架構 39
第二節 研究方法 43
第三節 研究限制 47
第四章 個案分析 48
第一節 「品牌台灣發展計畫」政策簡析 48
第二節 宏遠興業個案分析 63
第三節 和明紡織個案分析 76
第四節 興采實業個案分析 84
第五節 儒鴻企業個案分析 94
第五章 討論與結論 101
第一節 個案討論 101
第二節 研究發現 115
第三節 政策建言 119
參考文獻 125
附錄 135
參考文獻 一、中文文獻
1. 專書
施振榮,1996,《再造宏碁》,台北:天下文化
施振榮,2005,《全球品牌大戰略─品牌先生施振榮觀點》,台北市:天下雜誌
洪順慶,2006,《台灣品牌競爭力》,台北市:天下雜誌
曾漢壽,2008,《讓台灣品牌站上國際舞台-國家品牌篇》,台北市,經濟部國際貿易局
賴大衛,1991,《品牌行銷實戰》,台北市:卓越出版社
2. 期刊
王敏,2006,〈品牌管理的新思路:品牌生命週期戰略〉,十堰職業技術學院學報,19 (4): 34-35
王曉雯、王泰昌、吳明政,2008,〈企業經營型態與研發活動績效〉,《管理學報》,25 (2): 173-193
朱偉明、杜華偉、劉勝,2007,〈嵌入全球價值鏈的中國紡織服裝業升級路徑研究〉,《浙江理工大學學報》,3: 292-296
何楚帆,2010,〈論品牌建設與企業發展〉,《現代商業》,43-44
李小娟,1989,〈產品的第二生命〉,《台灣經濟月刊》,12 (2): 41-43
呂曜志,2011,〈管窺台灣推動品牌政策之策略思維〉,《台灣經濟研究月刊》,34 ( 9): 66 – 72
吳文宗、詹家和、顏惠慈,2013,〈OEM 轉型 OBM 廠商核心能力轉換之研究─以富比積國際有限公司為例〉,《創新研發學刊》,9 (1)9: 39 – 49
吳豐祥、林子正,2008。〈我國OEM/ODM轉自有品牌廠商建構行銷通路之個案研究-動態能力與組織學習的觀點〉,行銷評論,5(3): 347-370
徐秀如、周純雅、施惠華,2006,〈專業代工到自創品牌發展過程之探討-以成衣業為例〉,《華岡紡織期刊》,13 (4):405-414
徐耀浤,2012,〈推動台灣企業品牌國際化策略探討-以「專業品牌行銷公司」為例〉,《台灣經濟論衡》,10 (9):72-96
歐錫昌,1995,〈儒鴻彈性交織競爭力〉,《天下雜誌》,166: 156-158
孫慶龍,2012,〈台灣機能性紡織產業成績亮眼〉,《貿易雜誌》,248
陳更生、林唐裕,1989,〈OEM?還是自創品牌?〉,《台灣經濟研究月刊》,134: 4-44
陳厚銘、柯雅菁、張幼齡,2010,〈什麼是台灣廠商從代工到自有品牌經營之最有效組織結構〉,《行銷科學學報》,6(2): 81-106
陳時奮,1997,〈國際品牌的優勢與障礙〉,《世界經理文摘》,128: 78-84
陳時奮,1997,〈品牌借用策略─突破國際行銷障礙的捷徑〉,《世界經理文摘》,129: 72-79
陳寧馨、余玉春與邱美菁,2010。〈亞洲新興工業國家以及後起新興工業國家出口貿易結構探析〉,《臺灣銀行季刊》,61 (1):221-236
黃惠文,2012,〈品牌,產業發展的下一步〉,《台灣經濟研究月刊》,35 (4): 113-120
黃銘傑,2008,〈品牌台灣發展計畫與商標法制因應之道 超越WTO/TRIPS規範、汲取自由貿易體系最大利益〉,《新世紀智庫論壇》42:58-77
經濟部,2014,〈經部觀點〉,《創新樂活》,2014年8月
黎堅,1989,〈自創品牌的探討〉,《台灣經濟研究月刊》,12 (2): 19-25
劉靜容,2011,〈轉動產業品牌巨輪─淺談亞洲各國品牌發展策略〉,臺灣經濟研究月刊,34(9): 73-80
3. 博碩士論文
林詩筠,2004,〈臺灣企業國際化發展策略之分析與比較—以資訊電子業與紡織業為例〉,國立台灣大學國家發展研究所碩士論文
林銘松,1995,〈台灣自創品牌廠商國際行銷通路選擇之研究─以資訊電子業為例〉,交通大學商業教育學系碩士論文
江京芳,2005,〈廠商自創品牌決策關鍵因素之研究─以台灣健身器材產業為例〉,東海大學國貿所碩士論文
陳振祥,1997,〈ODM 策略之理論架構與實證〉,台灣大學商研所博士論文
黃登山,2000,「梭織成衣業的轉型策略」,國立中山大學管理學院高階經營碩士班碩士論文
黃蕙娟,1990,〈臺灣企業國際上自創品牌策略之研究〉,政治大學企業管理研究所碩士論文
張秀屏,2000,〈自創品牌策略、核心資源類型對品牌權益績效關係之研究—國際化企業策略聯盟之實證〉,私立中原大學企業管理研究所碩士論文
蔡靜怡,1996,〈我國廠商國際自創品牌策略之研究〉,臺灣大學國際企業研究所碩士論文
劉秀美,1993,〈台灣自行車產業品牌化決策之研究〉,政治大學企業管理研究所碩士論文
劉欣靜,1997,〈台灣廠商自創品牌之決策過程─以交易成本理論為分析架構〉,國立政治大學國際貿易學系碩士論文
4. 翻譯文獻
袁世佩、黃家慧譯,Knapp, D. E. 原著,2001,《品牌思維:打造優勢品牌的五大策略》,台北市:美商麥格羅‧希爾
黃秀媛譯,Kim & Mauborgne 原著,2006,《藍海策略-開創無人競爭的全新市場》,台北市:天下文化
郭瓊俐、曾慧琦、陳柏安譯,Schultz & Barnes原著,2003,《品牌策略》,台北市:五南
5. 網路資源:
王曉玟,2008,〈跟上綠潮流,織出新市場〉,天下雜誌:http://www.cw.com.tw/article/article.action?id=5002405 檢索日期:2015年7月29日
品牌台灣發展計畫第二期,2014,〈計畫成果:《興采實業》重練商標布局 護己禦敵躍國際〉,品牌台灣發展計畫第二期網站:https://www.branding-taiwan.tw/achievements/achievements_more?id=8檢索日期:2015年7月16日
品牌台灣發展計畫第二期,2015,〈關於我們〉,品牌台灣發展計畫第二期網站:https://www.branding-taiwan.tw/about/ 檢索日期:2015年2月20日
科技資訊產業室,2006,〈品牌台灣發展計畫〉,科技資訊產業室:http://iknow.stpi.narl.org.tw/post/read.aspx?postid=40 檢索日期:2015年9月13日
紡織產業綜合研究所,2015,〈研發成果與能量〉,紡織產業綜合究所:http://www.ttri.org.tw/content/energy/energy01.aspx?Cat1type=11 檢索日期:2015年11月28日
紡織產業綜合研究所,2015,〈產業服務─專利授權與讓售〉,紡織產業綜合究所:http://www.ttri.org.tw/content/energy/energy01.aspx?Cat1type=11 檢索日期:2015年11月28日
紡織產業綜合研究所,2015,〈產業服務─技術移轉〉,紡織產業綜合究所:http://www.ttri.org.tw/content/energy/energy01.aspx?Cat1type=11 檢索日期:2015年11月28日
湯佳玲,2011,〈天天4杯咖啡 渣渣做成環保科技紗〉,自由時報:http://news.ltn.com.tw/news/life/paper/501666 檢索日期:2015年7月20日
張均懋、許雅茹、陳可儂,2009,〈咖啡渣製成衣 台灣廠商領先全球〉,大紀元:
http://www.epochtimes.com/b5/9/7/6/n2580806.htm 檢索日期:2015年7月19日
楊芙宜,2011,〈紡織衣材大革命〉,光華雜誌:http://taiwan-panorama.com/tw/show_issue.php?id=201180008069c.txt&table1=1&cur_page=1&distype=text 檢索日期:2015年7月20日
經濟部技術處,2006,〈品牌台灣發展計畫〉,國家實驗研究院:http://iknow.stpi.narl.org.tw/post/read.aspx?postid=40 檢索日期:2015年10月24日
https://www.ensighten.com/company/newsroom/multichannel-vs-omnichannel-marketing-difference-mean-to-you/ (accessed June 23, 2015)
經濟部工業局,2015,〈品牌台灣發展計畫推動作法與成效〉,經濟部工業局:http://www.ey.gov.tw/Upload/RelFile/19/729524/f5a4f4db-61de-4d3c-963d-6b237c705389.pdf 檢索日期:2015年11月25日
謝明玲,2012,〈紡織英雄 拚出十年出口新高〉,天下雜誌:http://www.cw.com.tw/article/article.action?id=5031397&page=1 檢索日期:2015年7月28日
臺灣經貿網,2012,〈泰國文化創意產業〉,台灣經貿網:http://www.taiwantrade.com.tw/CH/bizsearchdetail/6845943/C?keyword0 檢索日期:2015年11月6日

二、英文文獻
1. 專書
Aaker, D.A. 1991. Managing Brand Equity: Capitalizing on the Value of a Brand Name. NY: The Free Press, Macmillan.
Aaker, D. A. 1996. Building Strong Brands. New York: Free Press.
Davis, S. M. and Michael Dunn. 2002. Building the Brand-Driven Business: Operationalize Your Brand to Drive Profitable Growth. San Francisco: Jossey-Bass
Keller, K,L. 2008. Strategic Brand Management, Building, Measuring and Managing Brand Equity. Upper Saddle River, NJ: Prentice Hall
Kotler, P. 1994. Marketing Management: Analysis, Planning, Implementation and Control, 8th ed. Englewood, Cliffs, NJ Prentice-Hall Inc.
Kotler, P. 1999. Marketing Management - An Asian Perspective. Singapore: Prentice Hall, Inc.
Kotler, P. 2003. Marketing Management: Analysis, Planning, Implementation, and Control, 11th ed. Prentice Hall International, Inc.
Kotler, P. 2012. Kotler on Marketing. New York: Free Press
2. 期刊
Aatman, M. B., Mela, C. F. and Harald J. van Heerde. 2008. “Building Brands.” Marketing Science 27 (6): 1036-1054
Azmeh, Shamel and Nadvi, Khalid. 2014. “Asian Firms and the Restructuring of Global Value Chains.” International Business Review 23 (2014): 708-717
Birnik, Andreas, Birnik, Anna-Karin, and Jagdish Sheth. 2010. “The Branding Challenges of Asian Manufacturing Firms.” Business horizon 53 (2010): 523-532
Balmer, J.M.T. and Gary, E.R. 2003. “Corporate Brands: What Are They? What of Them?” European Journal of Marketing 37(7/8): 972-997
Bernstein, D. 2003. “Corporate Brands – Back to Basics”, European Journal of Marketing 37(7/8): 1133-1141
Biel, A. L. 1992. “How Brand Image Drives Brand Equity”, Journal of Advertising Research 32: 6-12
Choi, Dae yong and Pan Suk Kim. 2014. “Promoting a policy Initiative for Nation Branding: The Case of South Korea.” Journal of Comparative Asian Development
Cliff, S.J. and Judy Motion. 2005. “Building Contemporary Brands: a sponsorship-based strategy.” Journal of Business Research 58: 1068-1077
Doyle, P. 1990. “Building Successful Brands: The Strategic Options.” Journal of Consumer Marketing 7 (2):5 – 20
Daliot-But, M. 2009. “Japan Brand Strategy: The Taming of ‘Cool Japan’ and the Challenges of Cultural Planning in Postmodern Age.” Social Science Japan Journal 12(2): 247-266
Gatignon, Hubert, Barton A. Weitz, and Pradeep Bansal. 1990. “Brand Introduction Strategies and Competitive Environments.” Journal of Marketing Research 27(4): 390-401
Gatignon, Hubert, Barton A. Weitz, and Pradeep Bansal. 1990. “Brand Introduction Strategies and Competitive Environments”, Journal of Marketing Research 27(4): 390-401.
Gereffi, G. 1999. “International Trade and Industrial Upgrading in the Apparel Commodity Chain.” Journal of International Economics 48(1999): 37-70
Keller, K.L. 1993. “Conceptualizing, Measuring, and Managing Customer-Based Brand Equity.” Journal of Marketing 57 (1): 1-22
Kim, P. 1990. “A Perspective on Brands.” Journal of Consumer Marketing 7 (4): 63-67
King, S. 1991. “Brand Building in the 1990s." Journal of Consumer Marketing 8 (4):43-52
North, Ernest and Carla Enslin. 2007. “Building brands through alternative brand contact communications.” Communicatio: South African Journal for Communication Theory and Research 30 (1): 151-165
Onkvisit, S. and Shaw, J.J. 1989. “The International Dimension of Branding: Strategic Consideration and Decisions”, International Marketing Review 6(3): 22-34
Paustian, C.1994. “Marketers Rebuild Their Brand Muscle-Image Strengthens Competitive Edge.” Business Marketing 79 (9): B-3-B-4
Petek, N. and Maja Konecnik Ruzzier. 2013. “Brand Identity Development and the Role of Marketing Communications: Brand Experts’ View.” Managing Global Transitions 11 (1): 61-78
Pophal, L. 2015. “Multichannel vs. Omnichannel Marketing: Is There a Difference, and What Does it Mean to you?”
Rosenloom, B. 2007. “Multi-channel strategy in business-to-business markets: Prospects and problems.” Industrial Marketing Management 36: 4-9
Urde, M. 2003. “Core Value-Based Corporate Brand Building.” European Journal of
Marketing 37 (7/8): 1017-1040.
Wilson, H. and Elizabeth Daniel. 2007. “The Multi-Channel Challenge: A Dynamic Capability Approach.” Industrial Marketing Management 36: 10-20
論文全文使用權限
  • 同意授權校內瀏覽/列印電子全文服務,於2018-02-04起公開。


  • 如您有疑問,請聯絡圖書館
    聯絡電話:(06)2757575#65773
    聯絡E-mail:etds@email.ncku.edu.tw