| Summary: | 民國九十年左右，正值國內傳統行業轉型的年代，許多中小企業紛紛從所謂的夕陽工業轉型到科技業。近幾年來，政府也極力鼓勵民間企業自創品牌。但轉型成為自創品牌的企業寥寥可數，真正成功者更是少數。本研究試圖從台灣某家由傳統行業轉為自創品牌的中小企業來了解其建立品牌的經驗，除文獻探討及收集該公司之歷史資料外，並專訪該公司經理人後，進行個案分析及建立理論架構。此外，收集2000個顧客的調查資料與公司過去兩年來的銷售績效，以試圖了解競爭環境如何影響新自創品牌公司營運策略的調整，以及公司營運策略調整下，其創新研發與行銷之管理與運作。
本研究所得的重要結論有以下幾點：
一﹑新「自創品牌」公司面對競爭激烈的產業如何動態調整「營運策略」?
1. 新「自創品牌」公司的經營者對於所處競爭環境須有高度的靈敏度與機動性。
2. 資訊科技的運用可增加新「自創品牌」公司資訊的透明度與決策系統的正確性。
3. 新「自創品牌」公司正派的經營理念與形成的「品牌形象」與「企業形象」可獲得代工大廠的支持。
二﹑新「自創品牌」公司的「創新研發」與「行銷」之管理與運作為何？
1. 新「自創品牌」公司內部「創新研發」機制是提升新「自創品牌」公司品牌知名度的關鍵。
2. 新「自創品牌」公司在「創新研發」的組織方面，會考慮藉由與異業的合作，以突破傳統的設計觀念。
3. 新「自創品牌」公司在選擇目標市場上，會鎖定利基市場與被忽略的市場，同時強調產品設計的「差異化」。
4. 集中於特定市場是擴張知名度是一較有效率的方法。
5. 新「自創品牌」公司初期階段會先以「創新研發」設計導向為主，當產品陸續被接受且市場擴大後，再轉為行銷導向。
6. 「自創品牌」公司基於產品價值的概念，其定價模式以「價值定價」而非一般傳統OEM廠商的成本加成定價。
7. 「產品品質」、「設計」與「服務體系」的整合對於新「自創品牌」公司品牌知名度與品牌認同的提升有很大的助益。
8. 新「自創品牌」公司的經營者品牌承諾的兌現，及品牌策略與產品定位的一致性，能獲得通路商及客戶的支持。
關鍵詞：營運策略，自創品牌，創新研發，行銷，差異化。
=== Many small and medium-sized enterprises in Taiwan started to transform from conventional industries into high technology ones in the beginning of the 2000s, an era of transformation of the domestic industries in Taiwan. In recent years, the government also urges the private enterprises to establish their own brand . However, those that have transformed into new own brand manufacturers (OBMs) are few, and those successful even less. The study aims to explore the experience of a small and medium-sized enterprise that has transformed from a conventional industry into an own brand manufacturer. In addition to literature review and the collection of historical information of the company, the top executives and managers are interviewed in order to analyze the case and establish the theoretical framework. Furthermore, customer information and the sales performance over the past two years are collected to explore the influence of the competitive environment on adjustment of the business strategies of an OBM, and the company’s management and operation of the innovative research and development and marketing based on the adjustment.
The conclusions drawn from the study are as following:
1. How does a new OBM dynamically adjust its business strategies to the keenly competitive environment of the industry?
A. The CEO of a new OBM tends to show higher sensitivity and mobility to the competitive environment.
B. The application of information technology enhances the transparency of the information of a new OBM and the accuracy of the decision-making system.
C. The decent corporate ideology of a new OBM, its brand image and the corporate image are more likely to gain the support from the major original equipment manufacturers.
2. What is a new OBM’s management and operation of the innovative research and development and marketing?
A. The innovative R&D mechanism of a new OBM is the key to the enhancement of its brand awareness.
B. A new OBM may consider the inter-industry cooperation in order to make a breakthrough of traditional design concept.
C. A new OBM may focus on niche markets and markets that are ignored, and put emphasis on the differentiation of product design simultaneously.
D. Focusing on a certain market is a more efficient way to enhance brand awareness.
E. A new OBM tends to adopt a design-oriented approach in the early stage, and consider turning to a customer-oriented or market-oriented approach when products are gradually accepted.
F. A new OBM tends to adopt value pricing instead of traditional pricing.
G. The integration of product quality, design and service system contributes a lot to the enhancement of brand awareness and brand identification.
H. The fulfillment of the commitments of a brand by the manager of a new OBM and the consistency of brand strategy and product positioning are more likely to obtain the support from the distributors and the customers.
Keywords: business strategy, own brand, innovative research and development, marketing, differentiation
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