| dc.description.abstract | The global market of Portable Navigation Device (PND) business grows up quickly after 2004. EMEA market gradually reached saturation in 2008, but American market started heating up; the top three PND suppliers in the world took 80% of global market share at that time. For the pursuit of sustaining growth, most of international renowned PND brands turned to focus on Asian market, especially China, who remained strong economics during Financial Crisis, became the battleground thereafter. For this reason, this thesis makes the use of case study to explore the profiles of global and China market, so as to deeply analysis to the marketing strategies and future direction of M company in China.
The researching target of this case study is M company which was established in 2002 by Taiwan parent company for branding promotion and product sales in worldwide, including China. Due to excessive competition in global market, M company turned to “PND” product line from 2004, and had become the world’s top three leading brands since 2006. Though M company made impressive success in the global market, but the development in China is somewhat slow. Particularly the negative effect from shanzhai phenomenon in China industry after 2008 profoundly impacted on the performance of M company. As the branding business, it is worth further exploring how to develop effective marketing strategies, and the establishment of a competitive advantage to overcome the accompanied challenges.
The dosmetic market is enormous in China, but differences among regions are also great, chaos and fast-changing to the market order, highly competitive within the industry. There are not so many researches inquiring into Chian PND business for the time being. This research makes the use of strategic group to analyze the marketing and competitive strategies in different groups. It also provides the outlook of China PND industry with more detailed description and the integrity of competition situation.
Tidy up the comparison of strategic groups and the past develpopment of M company in China, we conclude the following items which could be referenced to the marketing and competitive strategies in the future:
1. “The first entrant advantage” was gone after 2008 in China.
2. Seriously re-considering the demand from China market, and to promote its strategic position.
3. The product lines are insufficient in China market, and leading to no differentiation between competitors.
4. Using price competition to against competitors, but not own competitive advantages.
This study also provides the following proposals to M company for future development in China market,
1. By the combination of software development and location-based service (LBS) to create the unique branding advantage.
2. By the integration of R&D, branding advantage and dedicated project team to approach China B2B market.
3. By economies of scale on procurement to create low-priced sub-brand to satisfy the market demand.
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