手工具產業自創品牌之商業模式探討

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題名:	手工具產業自創品牌之商業模式探討 Discussion on the Busniess Model of Self-made Brand in Hand Tool Industry
作者:	蘇春宇 SU, CHUN-YU
貢獻者:	經營管理學系
關鍵詞:	代工;自創品牌;商業模式;經營策略;手工具產業 OEM;Self-owned brand;Business model;Business strategy;Hand tool industry
日期:	2020
上傳時間:	2020-04-09 07:23:57 (UTC+0)
出版者:	亞洲大學
摘要:	長久以來傳統產業如手工具產業的經營模式主要以代工模式為主，但是台灣廠商卻很少自創品牌，而是替國際品牌大廠代工，只能在全球商品生產鏈中擔任OEM及ODM代工之角色。然而由代工轉型到自創品牌發展的經營模式是具有極大挑戰性的，並非所有的代工廠都能夠順利轉型。過去手工具的研究多以代工轉型自創品牌競爭策略居多，鮮少探討商業模式架構之研究缺口，本研究目的是探討台灣傳統製造業之手工具產業轉型自創品牌的商業模式的差異。本研究選擇手工具產業中的A、B、C三家公司以採質性訪談與分析，輔以商業模式九宮格整理研究發現出關鍵因素，研究依據Osterwalder & Pigneur (2009)於《Business Model Generation》一書中提出之商業模式之九要素，針對三家手工具生產商進行調查。商業模式九宮格能清楚呈現企業經營之關鍵組成要素，包含: 目標市場、潛在客戶、定價機制、關鍵資源、獲利模式以及價值主張。透過本研究分析，可以提供國內代工製造企業在轉型過程中之參考模範，本研究同時提出結論與管理意涵。 For a long time, the traditional business model of Taiwan's traditional industries is mainly based on the OEM model. However, Taiwanese manufacturers rarely create their own brands, but instead work for international brand manufacturers. They can only work as OEMs and ODMs in the global commodity production chain. However, the transformation from OEM to self-owned brand development is extremely challenging, and not all foundries can make a smooth transition. In the past, most of the research on hand tools focused on the competitive strategy for transforming OEM into self-owned brands, rarely explored the research gap in the business model structure. The purpose of this study is to explore the differences in the business models of Taiwanese traditional manufacturing hand tool industries in transforming their own brands. This study explores the qualitative interviews and analysis of selecting 3 companies A, B and C in the hand tool industry, supplemented by Business Model Canvas to summarize important factors. The study was based on the nine elements of the business model written by Osterwalder & Pigneur (2009) in the book 《Business Model Generation》, and surveyed these three hand tool manufacturers. Business model Canvas can clearly show the key elements of business operations, including target market, potential customers, price mechanism, key resources, profit model and value proposition. Through this research and analysis, it can provide a reference model for domestic foundry manufacturing enterprises in the transformation process. This study also comes to conclusions and management implications.
顯示於類別:	[經營管理學系 ] 博碩士論文

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