| 摘要: | 2008年全球電腦市場需求以中國、亞太地區、美國、歐洲的排序呈現，由於中國大陸對於筆記型電腦的需求量大，因此國際知名品牌均爭相搶奪市場，紛紛採行各種活潑、多樣性且彈性化的行銷策略。有鑑於此，本研究希望藉由個案分析，探討中國大陸筆記型電腦之現況及其產業分析，並深入探討個案A公司的自有品牌(A品牌)在中國大陸的行銷策略、競爭策略與未來發展方向。
本研究的架構首先探討筆記型電腦產業在中國大陸的市場現況與發展趨勢，其次應用Porter(1980)的產業分析工具及Kotler(2006)之行銷策略的理論架構，進行產業評價之SWOT的分析，並探討A品牌在中國之行銷策略及其未來之發展方向。本研究採取質性研究，首先進行次級資料(Literature Search)的蒐集並進行專家訪談(Key information Survey)作為本研究的主要方法。
本研究綜合文獻探討與個案研究結果，做出下列結論：1.目標行銷：A品牌應該確認不同的區隔市場（小眾市場）,在筆記型電腦上提供更好的設計、價格、通路與服務以滿足目標顧客。2.推與拉並重的通路策略：在管理通路商時，同時，A公司應該運用其銷售團隊和財力引導經銷商訂貨、推銷和銷售A品牌的產品給消費者。3.發展有效的推廣策略：為打進目標市場並建立品牌知名度，A品牌在中國大陸市場宜充份應用多元化的溝通形式，朝整合行銷傳播邁進。4.品牌強化：多年來A公司致力於品牌創造與建立，然而對於建立強勢品牌與設計整體的行銷活動仍有改善的空間。
本研究針對A品牌在中國未來發展提出以下之建議：1.產品的性價比：A品牌未來產品發展方向需要比競爭對手更加強化。2.品牌的定位：A品牌在中國大陸無法展開其品牌價值，所以要讓中國消費者了解A公司是國際級的品牌，而非大陸或台灣品牌。3.綠色的產品：A品牌於推廣中國市場時，在設計筆記型電腦產品時未來需考慮符合易拆解、不含鹵元素，符合綠色的筆記型電腦產品是很重要。4.成本控制：如何有效運用網路資訊系統掌握經銷商與消費者的需求，達到供需均衡為A品牌當前重大的課題。
;In 2008, global computer market demand followed the sequence of, at the top, China, then the Asian Pacific, USA and Europe. Because China has tremendous demand for notebooks, all famous international brands seized the market competitively, and followed various active, diversified and flexible marketing strategies. In view of this, the study explores the current situation of the NB in Mainland China and the industrial analysis, to further explore Case A Company’s (Brand A’s) marketing strategies, competitive strategies and the direction of future developments in Mainland China.
First, the study explores the current market situation and developing trends in the NB industry in Mainland China. Second, by using Porter’s (1980) Tool of Industry Analysis and Kotler’s (2006) theoretical structure of marketing strategy, the study conducts a SWOT analysis of industrial appraisal, and explores both Brand A’s marketing strategies and the direction of future developments in China. The study adopted qualitative research methods to first survey the literature, and then undertook a Key Information Survey.
To sum up the results of the literature review and case study, the conclusions are: 1. Target Marketing: Brand A should confirm different market segments (niche markets), to provide better NB designs, prices, channels and services, in order to satisfy target customers. 2. Channel strategy emphasizing “push” and “pull”: When managing distribution channels, A Company should utilize their sales teams and money to guide distributors to order, promote and sell Brand A’s products to consumers. 3. Develop effective promotion strategies: in order to get into the target market and establish brand exposure, Brand A should apply a diversified communication strategy and advance toward integrated marketing broadcasting in the Mainland China market. 4. Brand strengthening: for many years, A Company has endeavored to create and establish its brand; however, it still needs to improve regarding the establishment of a powerful brand and the design of all its marketing activities.
Regarding Brand A’s future developments in China, the study makes the following suggestions: 1. Performance-price ratio of products: Brand A should aim for stronger product development than its competitors. 2. Brand positioning: Brand A can’t unfold its brand value in Mainland China; therefore, it should have Chinese consumers believe Brand A is an international brand, not a Chinese or Taiwanese brand. 3. Green product: When promoting in the China market, it is important to design NBs that are green and easily dismantled, without haloid elements. 4. Cost control: For Brand A, the important issues are how to use online information systems to grasp distributors’ and consumers’ needs to balance supply and demand. |
