| DC 欄位 |
值 |
語言 |
| DC.contributor | 產業經濟研究所在職專班 | zh_TW |
| DC.creator | 曾冠堯 | zh_TW |
| DC.creator | Kuan-Yao Tseng | en_US |
| dc.date.accessioned | 2012-7-3T07:39:07Z | |
| dc.date.available | 2012-7-3T07:39:07Z | |
| dc.date.issued | 2012 | |
| dc.identifier.uri | http://ir.lib.ncu.edu.tw:88/thesis/view_etd.asp?URN=994304030 | |
| dc.contributor.department | 產業經濟研究所在職專班 | zh_TW |
| DC.description | 國立中央大學 | zh_TW |
| DC.description | National Central University | en_US |
| dc.description.abstract | 台灣電子廠商一直以來都是以OEM及ODM代工為主，而生產關鍵零組件占台灣科技中極重要的一環。然而卻經常受到同業間價格競爭及新興國家技術成長的威脅，尤其以技術為延續性而非顛覆性的電源供應器產業感觸最深。所以台達電子有感於此，為了避免產業間價格競爭減少公司獲利，開始統籌全組織的品牌溝通和策略制定，邁向更穩健的品牌之路。
本文在五力架構中分析電源供應器產業優劣及潛在威脅，藉由整個產業角度進入個案分析針對台達電子之品牌價值的探討。為了開創品牌經營，台達電子進行組識重新規劃、產能獨立、通路建構解決ODM與OBM衝突，再利用Hirose品牌評價模式，計算出台達電子累積至2010年的品牌價值，研究結果其公司在努力組識改革及品牌行銷後，其品牌價值為1.29億美金以及顧客品牌忠誠度指數為82%，這也表示客戶對台達電子的企業形象及綠行銷策略是給予支持。2009年「品牌管理部門」成立後，產品毛利率提升至10%以上及營業獲利率也拉升至5%，間接證明台達電子品牌產生實值效益。
| zh_TW |
| dc.description.abstract | Taiwan’’s electronics manufacturers, has always been the main OEM and ODM production and key components that is a very important part in Taiwan’’s technology. However, often by the threat of price competition in the same industry and the growth of emerging countries, especially the deepest feeling of the power supply industry that’s technology is continuity rather than subversive. Delta Group responding to that established “Brand Management Department” in 2009, coordinating the organization’’s brand communication and strategy development, towards a more robust brand.
In this paper, the five forces framework to analyze the power supply industry, by the entire industry point of view into the case study to explore the Delta Group brand value.
After Delta Group efforts to reorganization and branding, Hirose brand valuation model to calculate the 2010 Delta Group’’s brand value and show that, the brand value is 1.29 hundred million USD and customer loyalty is 82% in 2010, this means that the customer give support for Delta Group which new corporate image and “Green marketing” strategy. In 2009 established the “Brand Management Department”, product gross margin increased to more than 10 % and operating profit margin also pulled up to 5%, indirect proof of the Delta Group brand in real benefits.
| en_US |
| DC.subject | 價格競爭 | zh_TW |
| DC.subject | 五力架構 | zh_TW |
| DC.subject | Hirose品牌評價模式 | zh_TW |
| DC.subject | Price competition | en_US |
| DC.subject | Five forces framework | en_US |
| DC.subject | Hirose brand valuation model | en_US |
| DC.title | 解決ODM 與OBM的衝突探討：以台達電子為例 | zh_TW |
| dc.language.iso | zh-TW | zh-TW |
| DC.title | Resolve the conflict between ODM and OBM：Case study for Delta Group | en_US |
| DC.type | 博碩士論文 | zh_TW |
| DC.type | thesis | en_US |
| DC.publisher | National Central University | en_US |