以性價比為訴求的手機營銷策略之研究─以小米、華碩為例

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Title:	以性價比為訴求的手機營銷策略之研究─以小米、華碩為例
Authors:	林宗賢;Lin, Chung-Hsien
Contributors:	高階主管企管碩士班
Keywords:	手機;營銷策略;mobile phone;marketing strategy
Date:	2020-06-17
Issue Date:	2020-09-02 16:51:50 (UTC+8)
Publisher:	國立中央大學
Abstract:	華碩電腦是台灣電腦產業龍頭公司之一. 多年的產品多角化布局, 使華碩在主板, 筆電,顯卡, 網通產品上都有不錯的表現, 2008 年起, 全球個人電腦成長開始逐年停滯, 2011 年起全球出貨量開始逐年下跌, 同時期智慧型手機的出貨逐年成長, 應用普及及便性性, 逐漸取代個人電腦的應用, 凸顯智慧型手機已然是下一個市場風口。小米科技是中國大陸一家本土品牌年輕的手機品牌商, 成立於 2010年, 初期主營為手機產品, 多年耕耘後, 已建立起以手機為核心的互聯網產品生態圈, 手機產品的營銷主打性價比與追求極致體驗。中國市場巨大, 手機市場是兵家必爭之地, 手機也是取代平板電腦, 筆記型電腦等移動裝置的熱門產品, 許多中國國產品牌如華為, 小米, 聯想, OPPO, VIVO 等, 市場龍頭地位經常性洗牌, 顯示出在智慧型手機的競爭十分激烈。國外品牌如蘋果手機憑藉品牌的精品定位, 自入市以來即佔據高端的市場地位, 台廠以電腦為主產品的廠商如宏碁, 華碩, 在手機產品上布局多年, 均一直無法複製筆電與平板電腦模式成功切入市場.華碩在手機市場布局多年, 2011 年起就以 A10 手機進軍大陸市場, 但不論在產業技術規格創新與商業模式的運作上, 均難以撼動陸廠已佔據的市場份額. 然2014 年華碩推出 Zenfone 產品. 憑藉正確的產品定位, 開始突破多年停滯不前的手機出貨量, 在中國大陸與台灣市場上均造成不少話題. 在 2015 年達到出貨量巔峰. 對比兩岸手機廠商小米科技與華碩電腦在手機的營銷策略上都採取高性價比的營銷策略，然到 2018年, 小米在 2018 年財報顯示手機當年度銷量達 1.187 億部, 毛利為 6.1%, 而同樣採取高性價比策略重新入市的華碩手機業務部分, 2018 年因虧損, 毛利為 -16.9%, 並一次性打消 60.49 億台幣虧損, 調整手機業務往遊戲機, 客製機業務轉型。本研究分別研究兩家公司產品售價, 營銷策略, 財務結構對比等方面釐清兩者的差異性. 延伸到小米的口碑營銷, 粉絲經濟, 以及小米生態鏈的構建, 來對比小米的獲利模式與台灣傳統3C硬體廠商獲利模式的差異性, 綜上所述分析為基礎, 提出兩家公司在手機產品上的成功與失敗關鍵因素. 並提出針對台廠在互聯網營銷時代下的策略建議。;ASUS computer is one of the leading companies in Taiwan′s computer industry. With years of diversified product layout, Asus has performed well in motherboard, laptop, video card and Netcom products. Since 2008, the growth of global personal computers has been stagnant year by year, and since 2011, global shipments have been declining year by year. At the same time, the shipment of smart phones has been growing year by year, with popularity and convenience, gradually replacing the application of personal computer, highlighting the smart phone is the next market outlet. Xiaomi technology is a young mobile phone brand of local brands in mainland China. Founded in 2010, it was mainly engaged in mobile phone products at the beginning. After years of hard work, it has established an Internet product ecosystem with mobile phone as the core. The marketing of mobile phone products focuses on cost performance and pursuit of ultimate experience. China′s market is huge. The mobile phone market is a must for strategists. Mobile phones are also popular products to replace tablet computers, notebook computers and other mobile devices. Many domestic brands in China, such as Huawei, Xiaomi, Lenovo, oppo, vivo and so on, are constantly shuffling their leading positions in the market, which shows that the competition in smart phones is very fierce. Foreign brands, such as apple mobile phone, have occupied a high-end market position since entering the market by virtue of the brand′s high-quality positioning. Taiwan manufacturers, such as Acer and ASUS, with their computer-based products, have been unable to successfully enter the market by copying the laptop and tablet computer models for many years. Asus has been in the mobile phone market for many years, and has entered the mainland market with A10 mobile phones since 2011, However, no matter in the innovation of industrial technical specifications and the operation of business model, it is difficult to shake the market share occupied by land plants. However, ASUS launched zenfone products in 2014. With the correct product positioning, it began to break through the stagnant mobile phone shipments for many years, It has caused many topics in the Chinese mainland and Taiwan market. In 2015, it reached the peak of shipment volume. Compared with the high cost-effective marketing strategy adopted by the mobile phone manufacturers Xiaomi technology and Asustek Computer on both sides, by 2018, Xiaomi′s financial report in 2018 showed that the annual sales volume of mobile phones reached 118.7 million, with a gross profit of 6.1%, Meanwhile, Asustek′s mobile phone business, which also adopted a cost-effective strategy to re-enter the market, had a gross profit of - 16.9% in 2018 due to a loss, and eliminated a loss of NT $6.049 billion at one time, adjusting the transformation of mobile phone business to game machine and custom machine business. In this study, we study the differences between Xiaomi and the traditional 3C hardware manufacturers in terms of product price, marketing strategy, and financial structure. We extend to Xiaomi′s word-of-mouth marketing, fan economy, and the construction of Xiaomi′s ecological chain to compare the differences between Xiaomi′s profit model and Taiwan′s traditional 3C hardware manufacturer′s profit model. Based on the above analysis, This paper puts forward the key factors of success and failure of the two companies in mobile phone products, and puts forward the strategic suggestions for Taiwan manufacturers in the era of Internet marketing.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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