台灣H公司跨業進入北美碳纖維蛙鞋市場策略規劃;Cross-Industry Market Entry Strategy of Taiwan’s H Company into the North American Carbon Fiber Fin Sector

NCUIR > School of Management at National Central University > Executive Master of Business Administration > Electronic Thesis & Dissertation > Item 987654321/97568

Please use this identifier to cite or link to this item: https://ir.lib.ncu.edu.tw/handle/987654321/97568

Title:	台灣H公司跨業進入北美碳纖維蛙鞋市場策略規劃;Cross-Industry Market Entry Strategy of Taiwan’s H Company into the North American Carbon Fiber Fin Sector
Authors:	莊惠宇;Hui-Yu, Chuang
Contributors:	企業管理學系在職專班
Keywords:	跨業轉型;傳統製造業;碳纖維產品;品牌策略;北美市場進入;OEM轉OBM;自有品牌;潛水裝備產業;Cross-industry transformation;OEM to OBM;carbon fiber fins;brand strategy;MIT manufacturing;market entry;spin-off;sustainable innovation
Date:	2025-06-02
Issue Date:	2025-10-17 11:37:21 (UTC+8)
Publisher:	國立中央大學
Abstract:	本研究以台灣傳統製造業H公司為個案，探討其由衛浴設備製造業跨足碳纖維潛水裝備產業的轉型歷程。研究焦點在於企業如何運用技術延伸與自有品牌建立策略，實現從OEM向OBM的價值升級。在國際供應鏈不穩定、利潤空間壓縮及環保規範日益嚴格的外部環境下，H公司重新盤點其於複合材料、製程技術與模具設計的核心能力，成功開發出具備MIT製造、模組化腳套與可回收設計的碳纖維蛙鞋產品，並以自有品牌進行市場導入。品牌初期經營以台灣市場為驗證場域，透過賽事贊助、社群行銷與教練合作，逐步建立品牌辨識度與使用者信任。基於本地經驗的正向成果，研究建議H公司推動國際化策略，並將北美市場作為首波進入據點，採行階段性推進方式，整合數位與實體通路、差異化產品訴求與社群參與機制，以強化品牌在全球市場的競爭優勢。本研究採用個案研究法，並建構涵蓋「轉型動因、技術延伸、產品差異化、品牌建立與市場進入」的策略架構，以系統化觀點分析傳統製造業的轉型機會與挑戰。研究同時指出，若品牌仍受限於原有事業體的組織框架，將不利於行銷彈性與資源配置效率。為此，建議H公司推動品牌獨立化（spin-off），賦予跨業產品更高的市場反應速度與文化貼近性，以強化其跨業轉型策略的執行力。綜合而言，本研究不僅提出針對H公司個案的策略建議，也建構出一套具可行性與擴展性的跨業轉型模式，為台灣傳統製造業提供具體的操作參考。透過內部技術資源的重構、差異化產品開發與品牌導向行銷，企業可逐步建立國際競爭力，回應當前全球產業重組趨勢，開創永續發展的新契機。 ;This study explores the cross-industry transformation of H Company, a traditional Taiwanese OEM manufacturer, as it transitioned from sanitary ware production to the carbon fiber diving equipment sector. Facing pressures such as supply chain instability, shrinking margins, and stricter environmental regulations, the company leveraged its core competencies in composite materials and mold design to develop carbon fiber fins featuring MIT manufacturing, modular foot pockets, and recyclable materials. Adopting a case study approach, the research examines how H Company utilized technological extension and brand-building strategies to move from OEM to OBM. The brand was first tested in the Taiwanese market through sponsorships, social media, and instructor partnerships, gradually gaining recognition and user trust. Based on this success, the study recommends a phased internationalization strategy targeting the North American market, combining digital-physical channels, sustainable messaging, and community engagement. The study introduces a five-dimensional framework—transformation motivation, technological extension, product differentiation, brand building, and market entry—and finds that spin-off brand structures may enhance market responsiveness and operational flexibility. The findings provide a replicable model for traditional manufacturers seeking value upgrading and sustainable transformation.
Appears in Collections:	[Executive Master of Business Administration] Electronic Thesis & Dissertation

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