| 摘要: | 電腦業界經由創新商業模式崛起之蘋果電腦以及戴爾電腦，於2009年榮獲Millward Brown評選其品牌價值列居全球第四及第十二位，而宏?集團(以下簡稱宏?)於同年被Interbrand評選台灣國際品牌價值第一名。商業模式及品牌價值創造之間似乎存在一種特殊的關聯。宏?自創業以來其營商業模式經歷三次的轉變，宏?的品牌價值也隨著商業模式的轉變而有顯著的增加。本研究主要的目的在於探討三個問題：一、宏?在三個不同發展階段價值網絡如何演變?二、宏?在三個不同發展階段策略重心為何?三、宏?在三個不同發展階段品牌價值創造成效為何? 本研究首先利用施振榮(2001)提出兩次企業再造之時間點1992年及2002年作為商業模式轉變的時間點，1976年至1991年為創業品牌奠基期，1992年至1999年為第一次再造期，2000年至2009年為第二次再造期。再引用Shafer et al.(2005)發表之商業模式四要素及鄭漢鐔(2009)提出田字價值網絡分析法來描繪宏?從創業至2009年之價值網絡、策略選擇、價值創造、捕捉價值之轉變。最後利用HIROSE品牌評價模式，計算在不同商業模式下其品牌價值累積之情形。 本研究的結論如下:一、第一次再造期間(1992~1999)價值網絡轉變最劇烈的為供應鏈及投資人部分。宏?於此一階段完成3C完整產品線、主從架構、速食店模式之價值鏈管理布局；投資人關係達成多元籌資管道，財務結構穩健。第二次再造期間(2000~2009)價值網絡轉變最大的仍是價值鏈管理部分，完成品牌、代工切割，宏?成功轉型。二、創業品牌奠基期策略重心為帶領企業走向微笑曲線兩端，朝研究發展與行銷的方向邁進，建立集團完整價值鏈管理；第一次再造後為達成全球品牌、結合地緣目標；第二次再造後品牌與代工切割，專心提升品牌定位、中央集權管理。三、成功的價值鏈管理策略轉、提升品牌定位及全球通路擴張帶動銷售量增加，再加上完善公司治理及出色的經營團隊促成正向的品牌價值創造成效。根據HIROSE品牌評價模式計算結果，目前自有品牌價值為創業初期的102倍。Apple Computer Co. and Dell Computer Co. use innovative business models to build up their empire, whose brand value were ranked at the 4th and 12th place in the word for the year of 2009 by Millward Brown. In the same year, Interbrand ranked the brand value of Acer Computer, Co. (hereinafter referred to as Acer) the first place in Taiwan. This suggests that there seems to exist an interrelation between the changes of business models and brand value creation. This study explores the changes of business models and the brand value creation in the three periods that Acer has experienced. The main purpose of this study is to explore three questions: (i)How did Acer’s value network evolve in three different stages? (ii) What were the Acer’s core strategies in these three periods? (iii) How much the brand value was built up through the changes of business models? This study takes on Acer’s founder, Mr. Stan Shih’s (2001) argument of two timing of restructuring Acer in 1992 and 2002, respectively, and uses these two time point as the starting point of changing business models. Then, it uses the four key elements of business induced by Shafer et al. (2005), and the technique of value network analysis proposed by Hann-Tarn Jeng (2009) to examine Acer’s value network, strategic choices, create value and capture value in the three periods. Finally, it calculates the brand value created by Acer using the HIROSE brand valuation model. Conclusions are as follows: First, in the first restructure period, the most dramatic changing in value network were supply chain and investors’ relationship: complete 3C product line, client-server organization, fast food value chain model; build multi-channel financing and steady financial structure for investor relations. In the second restructure period, the value chain was still changing most. Acer separated the brand and OEM business and the new Acer is successful transformation which is focus on brand name managing and marketing. Second, the main strategies in the period of 1976~1991, Acer sated up complete value chain and pay attention on smile curve’s left and right hand side, including research, development and marketing; in the period of 1992~1999 Acer fulfilled the goal of global brand and local operating; in the period of 1992~1999 Acer separated the brand and OEM business working on enhancing brand positioning, changing the management style from local operation to central management. Third, base on value chain strategy change successfully, brand position well, global product channel, outstanding management group and corporate governance let today Acer’s brand value is 102 times of the beginning one. |
