台灣嬰童用品品牌進入中國市場模式以及行銷策略探討 --以A公司為例

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：11

、訪客IP：18.188.61.223

姓名

林彩莉(Tsai-Li Lin) 查詢紙本館藏

畢業系所

高階主管企管碩士班

論文名稱

台灣嬰童用品品牌進入中國市場模式以及行銷策略探討 --以A公司為例

相關論文

★ 新產品上市如何在短期間內成為市場領導者-以西藥產業A公司降血脂藥為例	★ 金融舞弊防範之研究
★ WSN於工業領域之監測應用-以電力設備箱監控為例	★ 銀行業住宅抵押貸款行銷管理規劃面與執行面之研究-C銀行個案研究
★ 游泳教學產業的競爭策略與經營模式個案分析	★ 台灣資訊科技品牌在中國行銷策略的探討-以個案B公司為例
★ 電視通路之物流營運策略-以E公司為例	★ 從資源理論基礎探討企業多角化策略-以E個案公司為例
★ 台灣中小企業自金融機構取得融資的影響因素-以C銀行為例	★ 企業物流委外之營運策略研究-以個案公司(M公司)為例
★ 台灣汽車電子業進入國際市場之策略-以D公司為例	★ 中國證券應用軟體產業行銷策略之研究-以恒生電子為例
★ 探討財務資訊系統之軟體品質—以C公司為例	★ 聚光型太陽能產業進入策略之探討—以B公司為例
★ IoT時代下的競爭策略與行銷策略─以C公司為例	★ 論台灣中小企業少量多樣客製化的策略 — 以A公司經營醫療器材為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

至系統瀏覽論文 ( 永不開放)

摘要(中)

2001年至2007年，中國GDP平均成長率超過10%，經濟成長快速受全世界矚目。中國自改革開放以來，因充沛的勞動力及廣大的內需市場，成為吸引最多台商投資的區域。隨著經濟的成長，國民所得快速提升，加上父母也願意提供孩子們更專業及優質的產品，嬰童產業隨之蓬勃發展。相較台灣因社會風氣及生活形態的改變，人口出生率屢創新低，嬰童產業呈現成熟及飽和狀態。本研究藉由個案公司透過相關文獻及資料的蒐集，探討中國市場的進入模式，及因應當地市場所採用的行銷策略。
藉由次級資料的蒐集及個案A公司高階主管的進一步訪談，瞭解嬰童產業是完全競爭市場，台灣嬰童產業因競爭因素也面臨空前的挑戰，瞭解了中國嬰童市場的潛力後，A公司希望能完全擁有自主權，搭配母公司的通路拓展，採完全獨資方式一步步奠立基礎來佔有市場。瞭解內外部環境做優劣勢探討後，訂定出A公司的行銷目標，在台灣成功經驗的基礎下，擬定A公司在中國發展的中長期行銷策略，並著手於4P策略的行銷組合方案，積極提升品牌知名度及擴大市場佔有率。產品策略上，A公司發展全系列產品，並有系統的延伸產品線，不但滿足客戶的需求，也滿足品牌全方位的定位。訂價策略上，嬰童用品為目的性購買，屬於低價格敏感度商品採認知價值訂價法，根據顧客對產品的認知價值作為訂價基礎。促銷策略上，嬰童用品屬於利基市場，必須選擇合適的媒體類型並定期檢視，才能達到預期效果。通路策略上，透過A公司集團的零售通路，深耕嬰童用品連鎖專賣店，透過零售面銷的方式，將產品直接銷售給消費者，及透過批銷系統經由省經銷再到市經銷，層層綿密的經銷網到達消費者手中。
本研究希望透過個案公司的探討，將A公司寶貴的實務經驗分享給相關的產業業者及學術界做參考，不論在市場需求面、行銷策略面、產品力控管及政府策略面皆提出研究建議，期待能提供給有意但尚未進軍中國市場業者有所幫助。

摘要(英)

China’’s average growth rate from 2001 to 2005 exceeded 10%. The speed of its economic growth has drawn world-wide attention. Since opening up to economic reform, China’s plentiful labor force and enormous internal market demand has make it the most attractive area in the region for Taiwan overseas merchant investment. In the wake of this economic maturity and the speed of the increase in national income, parents are becoming more willing to purchase more specialized, top quality products for their children. This flourishing has led to much development in the infant products industry in China. In Taiwan, changes in social conduct and lifestyle attitudes, and the decreasing population birthrate, have caused the infant products industry to reach a state of saturation.
In this study we discuss this issue. We use correlated data and a case study of one company to discuss entry into the Chinese market and sales tactics employed for coping with that local market. From the secondary data collected and interviews with high-level Company A management, we try to understand the step-by-step entry the competitive infant product market-place. There are unprecedented competitive challenges to be faced by Taiwan companies in the infant products market, but the potential of China’s market is vast. Company A hopes to exercise complete autonomy, and with the expansion of the parent company, funded by single venture capital, to establish step-by-by step a basic market presence. It is necessary to understand both the domestic and foreign situations and after exploring both good and bad, advantages and disadvantages, determine Company A’’s sales objectives. Then, based on the successful Taiwan experience, they formulate a medium and long-range sales strategy for development in China. Their 4P sales strategy includes energetic product promotion and brand name recognition to enlarge market share: 1. product strategy--Company A seeks to expand its product line with the aim of not only satisfying customer demands but also strengthening brand name recognition and market share; 2. price determination strategy—since infant products are low price susceptibility products, prices are determined on the basis of customer perceived value; 3. sales promotion tactics—since infant products belong to the benefit-based market, suitable types of media must be utilized for product promotion and inspection date made available to reach the anticipated effect; 4. distribution strategy—Company A’s retail route goes through infant product chain stores, retail outlet sales, direct sales to consumers, as well as wholesale sales, which allow the buyer to save on commission fees. The sales network is built up meticulously layer-by-layer until goods reach the hands of the consumers.
It is hoped that the valuable practical experience gained from this case study can act as a resource to be shared with the relevant professionals, businessmen and academics in the industry. Whether in terms of market, marketing strategy, product management, or government strategy, all research recommendations are meant to offer meaningful, practical and effective assistance to business professional working in the Chinese market.

關鍵字(中)

★ 進入模式
★ 行銷目標
★ 行銷策略
★ 嬰童產業

關鍵字(英)

★ sales objective
★ sales strategy
★ entry strategy
★ infant products

論文目次

中文摘要 i
英文摘要 ii
圖目錄 iv
表目錄 v
第一章緒論 1
第一節研究背景與動機 1
第二節研究目的 3
第三節研究流程 4
第二章文獻探討 5
第一節產業環境 5
第二節企業國際化 24
第三節品牌行銷 38
第三章研究方法 46
第一節研究架構 46
第二節研究方法 47
第三節研究對象 47
第四章產業與個案公司分析 49
第一節台灣嬰童產業分析 49
第二節母國經營現況 53
第三節中國市場嬰童用品產業分析 59
第四節個案公司進入中國市場模式及行銷策略探討 66
第五章結論與建議 84
第一節研究結論 84
第二節研究建議 85
第三節研究限制 87
參考文獻 88
一、中文部份 88
二、英文部份 88

參考文獻

一、中文部份
[1] 台灣經濟研究所譯，小宮隆太郎、奧野正寬、鈴村興太郎，1986，日本的產業
政策，台灣經濟研究所。
[2] 朱璞瑄、子鳳譯，體驗品牌，Daryl Travis著，2001，頁20-21，27，50-52。
[3] 吳青松，1999，國際企業管理-理論與實務，(二版)，智勝文化事業。
[4] 李再長譯，1999，組織理論與管理，Richard, L. Daft著，華泰書局。
[5] 李蘭甫，1994，國際企業論，三民書局。
[6] 袁世珮、黃家慧譯，品牌思維：打造優勢品牌的五大策略，Duane E. Knapp著，
頁25。
[7] 張逢展，2003，消費性產品之市場分析與品牌經營規劃，以100%蔬果飲料為
例，國立台北大學合作經濟學系碩士論文。
[8] 莊雅婷，2003，商店形象與品牌知覺對於消費者連鎖商店之研究，國立交通大
學經濟管理研究所碩論文。
[9] 許士軍，1986，現代行銷管理，台北：商務印書館。
[10] 許恒勝，1998，企業環境、管理才能與人力資源管理效能相關性之研究，國立
中山大學人力資源管理研究所碩士論文。
[11] 湯明哲，2003，策略精論，天下遠見出版社。
[12] 戴國良，2007，品牌行銷與管理，五南圖書出版有限公司。
[13] 謝文雀，1998，國際企業管理，國立空中大學印行。
二、英文部份
[1] Aaker, D. A., 1984, Strategic market management, New York：John Wiley & Sons.
[2] Aaker, David A., 1991, Managing Brand Equity, The Free Press.
[3] Aaker, David A., 1992, The value of brand equity, Journal of Business Strategy, vol13 (4), p27-32.
[4] Anderson, E. & Gatignon H., 1986, Modes of foreign entry： Atransaction cost analysis and propositions, journal of International Business Studies, Fall, p1-26.
[5] Czinkota, M.R., Rondainen, I.A. & Moffett, M.H., 1999, International Business, 5th ed, CH：Dryden Press.
[6] Daniels, John D & Radebaugh, Lee H, 1998, International business ： environment and operations , 8th ed. p.2-27.
[7] De Chernatonv, L. & McWilliam, G., 1989, Branding Terminology-The Real Debate, Marketing Intelligence and Planning, vol.7 p29-32.
[8] Douglas, S.P. & Craig, C.S., 1989, Evolution global marketing strategy： scale, scope and synergy, Columbia Journal of World Business, vol.24, no.4, p47-60.
[9] Doyle, P., 1990, Building Successful Brands：The Strategic Options, Journal of Consumer 21, p17.
[10] Duncan, R.B., 1972, Characteristics of Organizational environments and perceived environmental uncertainty, Administrative Science Quarterly, vol.17, p313-327.
[11] Dunning, J. H., 1933, The Globalization of Business, New York： Routledge.
[12] Farquhar, Peter H., 1990, Managing brand equity, Journal of Advertising Research, vol. 30 (4), p7-12
[13] Fayerweather, J, 1969, International Business Strategy and Administration, 2nd , Ballinger Publishing ,p.413.
[14] Gomez-Mejia, Luis R. & Balkin, David B. & Cardy, R., 1995, Managing Human Resources , Prentice Hall Inc.
[15] Hall, R.H., 1972, Organiations ： Structure and Process, Prentice-Hall Inc., p297-324.
[16] Hall, R.H., 1972, Organizations ： Structure and Process, Prentice-Hall Inc., p297-324.
[17] Hill Michel A., Duane Ireland R. , 2001 , The essence of strategy leadership ： Managing Human and social capital, Journal of Leadership &Organizational Studies,vol.9, p3-15.
[18] Hill, Charles W. L. & Gareth. R. Jones, 1997, International Business：Competing in the Global Marketplace.2nd ed., p402-433.
[19] Hill, Charles W. L., Hwang, Peter and Kim. W. Chan, 1990, An Eclectic Theory of Choice of International Entry Mode, Strategic Management Journal, vol11 , no.2 , p117-128.
[20] Hitt, M.A., R. E. Hoskisson, & H. Kim, 1977, International diversification： effects on innovation and firm performance in product-diversified firms, Academy of Management Journal,40, p767-798.
[21] Jeannet & Hennessey, 2001, Global Marketing, Strategies 5th edition, Houghton Mifflin.
[22] Jean-Pierre Jeannet & H.David Hennessey, 1998, Global Marketing Strategies. New York： Houghton Mifflin.
[23] Johanson, J.& J.Vahlne, 1977 ,The internationalization process of the firm – a model of knowledge development and increasing foreign market commitments, Journal of International Business Studies, 8,p23-32.
[24] Johanson,J.& F.Weidersheim-Paul ,1975, The internationalization of the firm： four Swedish cases, Journal of Management Studies , 12, p.305-322.
[25] Kevin Lane Keller,1998, Strategic Brand Management： Building Measuring ,and Managing Brand Equity, New Jersey： Prentice-Hall,Inc.,p.43.
[26] Kolter , Philip , 2006 , Marketing Management 12th ed.
[27] Kolter, P, 1991, Marketing management - Analysis. Planning, Implementation & Control, New Jersey. Prentice-Hall.
[28] Kolter, Philip , 1990 , Marketing Management ： Analysis, Planning and Control, 7TH ed.
[29] Kolter, Philip, 2006, Marketing Management,12th ed., p.615-625.
[30] Kotler, P. & Armstrong, G., 1999. Principles of Marketing,12th ed. Englewod Cliffs ,NJ： Prentice Hall.
[31] Levitt T., 1965, Exploit the Product Life Cycle, Journal of Harvard Business Review, Nov.-Dec., p.81-94.
[32] Melin & M.Urde, 1990, “Varumarkespyramidern”(The Brand Pyramid),Nordiskt Immateriellt Rattsskydd, No.3 , p398-407.
[33] Mintzberg H., Quinn J.B. & S.Ghoshal, 1995, Cannon：Competing on Capabilities , in The Strategy Proc3ess： An European Perspective, London：Prentice-Hall.
[34] Muhlbacher, Hans, Dahringer, Lee & Leihs, Helmuth, 1999, International Marketing ： a global perspective, 2nd ed. p.457.
[35] Porter, M.E., 1980, Competitive Strategy ：Techniques for Analyzing Industries and Competitors, N.Y.：Free Press.
[36] Robbins,S.P. , 1992 , Essentials of Organizational Behavior. New jersey：Prentice Hall.
[37] Robbins,S.P. , 1994 , International Management, 4th ed., New York：Prentice Hall.
[38] Root, F.R., 1987, Entry Stratigies for International Markets, NewYork ： Lexington Books.
[39] Root, F.R., 1994 , Entry Stratigies for International Markets, NewYork ： Lexington Books.
[40] Scherer, F. M., 1970, Industrial Market Structure and Economic Performance, Rand McNally College Publishing Co, Chicago.
[41] Simon &Sullivan, 1990, Alternative Methods of Brand Valuation, In ：J.Murphy, ed., Brand Valuations ：Establishing a True and Fair View, London, The Interbrand Group.
[42] Simon, H.A., 1960, The New Science of Management Decision, New York： Harper & Row Publishers Inc.
[43] Taubar, E.M., 1988, Brand leverage：Strategy for growth in a cost control world, Journal of Advertising Research, 28, p26-30.
[44] Tse, D. K., Pan, Y., Au, K. Y. , 1997, How MNCs choose entry modes and Vanhonacker, W., "Enter China：An unconventional approach", Harvard Business Review, March-April, p.130-140.
[45] Vernon & Raymond , 1966, International investment and international trade in the product cycle, Quarterly Journal of Economics.
[46] Welch, L & R. Luostarinen, 1988, Internationalization： evolution of a concept, Journal of General Management, Winter,p34-48.
[47] Zahra, S.A., 1996, Technology strategy and financial performance ： Examining the moderating role of the firm’s competitive environment, Journal of business venturing, vol.14, p189-219.

指導教授

林熙禎

審核日期

2008-6-5

推文