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品牌策略對商業模式價值效益分析-以K公司為例 = An Analysis...

國立高雄大學亞太工商管理學系碩士班

品牌策略對商業模式價值效益分析-以K公司為例 = An Analysis of Brand Strategy's Impact on Business Model Value Benefit - The Case Study of K Company

紀錄類型:	書目-語言資料,印刷品 : 單行本
並列題名:	An Analysis of Brand Strategy's Impact on Business Model Value Benefit - The Case Study of K Company
作者:	陳渝璇,
其他團體作者:	國立高雄大學
出版地:	[高雄市]
出版者:	撰者;
出版年:	2014[民103]
面頁冊數:	89面圖，表 : 30公分;
標題:	商業模式，商業模式畫布，品牌價值，產品服務系統
標題:	Business Model
電子資源:	http://handle.ncl.edu.tw/11296/ndltd/15365402972181157875
附註:	參考書目：面78-79
附註:	103年12月16日公開
摘要註:	傳產企業以傳統代工銷售的商業模式已無法滿足外在環境變遷的需求，以自有品牌發展的商業模式不僅能帶給消費者使用商品的價值之外，也提供後續的服務流程，進而墊定品牌的價值，其策略動機「由產品導向轉型成品牌導向」，側重的需求則以業務流程、售後服務與保固管理流程、分析報表工具與建立顧客關係管理資訊平台。因此本研究主要之目的為：驗證個案公司從專業代工跨足到建立自有品牌的過程中，其不同發展階段策略重心有何不同？企業商業模式如何演變？品牌的建立是否能創造更高營業額及毛利率？本研究利用Osterwalder and Pigneur(2010)所主張的Business Model Canvas 九大要素作為為分析探討的範疇。將個案K公司代工銷售及品牌銷售的商業模式套用入九大畫布的商業模式中，將實例融入，分析出有所助益之經營策略，擬議一套新的商業模式。一般認為代工兼營品牌會影響到原有代工客戶之權益，惟若企業生產、研發之共用資源能力愈強，或產業之科技不確定性愈高，而又想要維持代工與自有品牌各自經營的同時，本研究建議代工與品牌可以運用不同的組織型態分開來經營，一來，使原有代工客戶的權益不受影響；二來，讓品牌的附加價值成就了隱性利益，使企業在品牌產品領域裡能奠定更高的利基，也不在價格上做惡性削價競爭，才能解決衝突問題，企業才能獲得整體利益。本研究發現，個案公司即以代工銷售的商業模式與子公司品牌銷售的商業模式共存的方式，獲得更高的財務效用！本研究結果期望研擬出創新的商業模式，提供未來對個案公司由代工銷售商業模式或建立自有品牌的商業模式之下，建議一套具有參考價值的藍圖，為企業帶來新希望與新契機。 The business model of traditional OEM sales adopted in traditional industrial enterprises is unable to satisfy the need of environment change. The business model developed based on private brand can not only bring the customers product value but also provide follow-up service process so as to establish the brand’s value. Its strategic motives “transform from product-oriented to brand-oriented, laying special emphasis on the demands of business process, after-sale service and warranty management process, report analysis tools, and management information platform for establishing customer relationship.Therefore, the objectives of this study are: 1.) to verify, in the process of branching out from professional OEM into setting up private brand, is there any difference of the strategic focus in different development stage of the case company?; 2.) how does the business model of enterprises evolve?; 3.) does the brand establishment lead to creating higher turnover and gross margin percentage?This study takes the nine elements of business model canvas proposed by Osterwalder and Pigneur (2010) as the scope of exploration. Applying K Company’s business model of OEM sales and brand sales into the one of nine canvas, this study integrates them with actual examples to analyze out the beneficial business strategies, and draws up a brand-new set of business model.This study found that the business model of the case company’s OEM sales and its subsidiary’s brand sales co-exist. Generally, it is considered that operating OEM and brand simultaneously would impact on the interests of the original OEM clients. Only if the stronger the sharing resource capability of manufacturers’ production and R&D or the higher the technological uncertainty of industry, and they want to maintain the respective operation of OEM and private brand, it is suggested that the OEM and brand operate separately based on different organizational forms. For one, the interests of the original OEM clients will not be influenced. For the other, the added-value of brand will become hidden interests, making the enterprises could set up higher niche in brand product field instead of having unhealthy price competition. This could therefore solve the conflict, and the enterprises could obtain the overall interests. The result of this study showed that the case company takes the co-existing way of OEM sales and subsidiary brand sales business models to gain higher financial utility.This study hopes to draw up innovative business model so as to provide a set of valuable blueprint for the case company based on OEM sales business model or establishing the private brand one, and can bring the enterprises new hope and opportunities.

品牌策略對商業模式價值效益分析-以K公司為例 = An Analysis of Brand Strategy's Impact on Business Model Value Benefit - The Case Study of K Company
陳, 渝璇

品牌策略對商業模式價值效益分析-以K公司為例 = An Analysis of Brand Strategy's Impact on Business Model Value Benefit - The Case Study of K Company / 陳渝璇撰 - [高雄市] : 撰者, 2014[民103]. - 89面 ; 圖，表 ; 30公分.
參考書目：面78-79103年12月16日公開.
商業模式，商業模式畫布，品牌價值，產品服務系統Business Model

品牌策略對商業模式價值效益分析-以K公司為例 = An Analysis of Brand Strategy's Impact on Business Model Value Benefit - The Case Study of K Company
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330 $a 傳產企業以傳統代工銷售的商業模式已無法滿足外在環境變遷的需求，以自有品牌發展的商業模式不僅能帶給消費者使用商品的價值之外，也提供後續的服務流程，進而墊定品牌的價值，其策略動機「由產品導向轉型成品牌導向」，側重的需求則以業務流程、售後服務與保固管理流程、分析報表工具與建立顧客關係管理資訊平台。因此本研究主要之目的為：驗證個案公司從專業代工跨足到建立自有品牌的過程中，其不同發展階段策略重心有何不同？企業商業模式如何演變？品牌的建立是否能創造更高營業額及毛利率？本研究利用Osterwalder and Pigneur(2010)所主張的Business Model Canvas 九大要素作為為分析探討的範疇。將個案K公司代工銷售及品牌銷售的商業模式套用入九大畫布的商業模式中，將實例融入，分析出有所助益之經營策略，擬議一套新的商業模式。一般認為代工兼營品牌會影響到原有代工客戶之權益，惟若企業生產、研發之共用資源能力愈強，或產業之科技不確定性愈高，而又想要維持代工與自有品牌各自經營的同時，本研究建議代工與品牌可以運用不同的組織型態分開來經營，一來，使原有代工客戶的權益不受影響；二來，讓品牌的附加價值成就了隱性利益，使企業在品牌產品領域裡能奠定更高的利基，也不在價格上做惡性削價競爭，才能解決衝突問題，企業才能獲得整體利益。本研究發現，個案公司即以代工銷售的商業模式與子公司品牌銷售的商業模式共存的方式，獲得更高的財務效用！本研究結果期望研擬出創新的商業模式，提供未來對個案公司由代工銷售商業模式或建立自有品牌的商業模式之下，建議一套具有參考價值的藍圖，為企業帶來新希望與新契機。 The business model of traditional OEM sales adopted in traditional industrial enterprises is unable to satisfy the need of environment change. The business model developed based on private brand can not only bring the customers product value but also provide follow-up service process so as to establish the brand’s value. Its strategic motives “transform from product-oriented to brand-oriented, laying special emphasis on the demands of business process, after-sale service and warranty management process, report analysis tools, and management information platform for establishing customer relationship.Therefore, the objectives of this study are: 1.) to verify, in the process of branching out from professional OEM into setting up private brand, is there any difference of the strategic focus in different development stage of the case company?; 2.) how does the business model of enterprises evolve?; 3.) does the brand establishment lead to creating higher turnover and gross margin percentage?This study takes the nine elements of business model canvas proposed by Osterwalder and Pigneur (2010) as the scope of exploration. Applying K Company’s business model of OEM sales and brand sales into the one of nine canvas, this study integrates them with actual examples to analyze out the beneficial business strategies, and draws up a brand-new set of business model.This study found that the business model of the case company’s OEM sales and its subsidiary’s brand sales co-exist. Generally, it is considered that operating OEM and brand simultaneously would impact on the interests of the original OEM clients. Only if the stronger the sharing resource capability of manufacturers’ production and R&D or the higher the technological uncertainty of industry, and they want to maintain the respective operation of OEM and private brand, it is suggested that the OEM and brand operate separately based on different organizational forms. For one, the interests of the original OEM clients will not be influenced. For the other, the added-value of brand will become hidden interests, making the enterprises could set up higher niche in brand product field instead of having unhealthy price competition. This could therefore solve the conflict, and the enterprises could obtain the overall interests. The result of this study showed that the case company takes the co-existing way of OEM sales and subsidiary brand sales business models to gain higher financial utility.This study hopes to draw up innovative business model so as to provide a set of valuable blueprint for the case company based on OEM sales business model or establishing the private brand one, and can bring the enterprises new hope and opportunities.
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