進入新興市場的優質平價商品經營策略; The high-quality low-price product of business strategy in penetrating emerging market

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题名:	進入新興市場的優質平價商品經營策略;The high-quality low-price product of business strategy in penetrating emerging market
作者:	張淮杞;Huai-chi Chang
贡献者:	企業管理研究所
关键词:	優質平價商品;新興市場;顛覆性創新;Emerging market;High-quality low-price product;Disruptive innovation
日期:	2010-10-26
上传时间:	2010-12-08 14:49:15 (UTC+8)
出版者:	國立中央大學
摘要:	這一波的金融海嘯，已衝擊開發國家市場成長，全球矚目於金磚四國的市場潛力發展，新興市場已成為兵家必爭之地。因新興市場具備「受限制市場」特性，即受限於所得限制、技術限制、地點限制與時間限制，四項條件限制。該市場的客戶群特色，即在一般性價格上的商品，要求「夠好的」產品品質與或服務。因此如何搶攻此一市場之策略為本研究之探討主題。本研究採取探索性的質性研究，透過三個國際企業在新興市場經營策略之個案研究。即，藉由研究國際大廠在新興市場之經營模式個案分析，探討台灣產業在進軍新興優質平價市場之因應策略。研究發現，國際大廠在經營此一市場區隔，著重於突破當地的四種限制，包括所得限制、技術限制、地點限制與時間限制。同時，在地性之企業，為服務中產階級客戶，發展出創新的營運服務模式。對此，有關台灣產業搶佔新興市場之策略，本研究提出建議。對於台灣廠商進入新興市場需要考慮之策略經營構面，歸納為七項。包括：市場研究、產品開發、生產製造、通路開發、配銷與運籌管理、電子化流程與價值網絡﹔同時，亦歸納進入新興市場的六項顛覆性創新模式要素與三項進入新興市場之能力。對產業發展之建議，在策略思惟上，包括兩項：一是善用IT技術增加平價商品的競爭優勢；二是開創優質平價創新模式。 The developed countries were affected, making market growth slowing, by this wave of financial tsunami. In the meanwhile, Emerging market of the BRIC’s has already been attention by the global. Emerging markets, with four consraints is wealt-related constraints, time-related constraints, access-related constraints and skill-related constraints. This market is base on the high quality and low price product and service. Therefore, how to grab this market and formulating strategy is this study of research topics. By large international companies rsearch to understand those companies business models and strategies in emerging market. To examine Taiwan's industry to enter emerging markets in the coping strategies. According to findings of this study, large international companies have been committed to breaking the four restrictions, including income restrictions, technical restrictions, location restrictions and time limits. At the same time, local corporate good at using of local resources to service of bottom of the middle class customer in emerging markets and development of innovative service business model. Therefore, For Taiwan’s Company suggestions while they wish penetrating emerging market need to consider the strategic management dimensinons grouped into seven. There are is market research, product development, manufacturing and channel development, distribution and logistics management, e-processes and value networks In addition, For Taiwan's industrial battle for emerging markets. On this study give two suggestions. First, Using to IT technology to increasing industrial competitive advantage. Second, To creating some new business model to meet for emerging and good-engugh market.
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