A Study of Brand-Building Strategy when an OEM Company Transform into an OBM Company：A Case of Samsung Group, South Korea

• Main Authors: Huang, Yi-Lin, 黃義霖
• Other Authors: Tang, Ying-Chan
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/52567374111544866886

碩士 === 國立交通大學 === 企業管理碩士學程 === 97 === Since 1970s, Taiwan has developed from an unknown Asian island to a well-known hi-tech island. In that time, Taiwanese low-cost but high-quality human resources led astounding economic success. Taiwanese companies found a niche in value chain with their OEM experience in the past, but they are facing the challenges from China. Chinese lower-cost manufacture dilute their revenue and erode their market space. Building own brand is the best way to enhance Taiwanese competitiveness and regain their market value. South Korea, as a member in “Four Asian Tigers” as Taiwan, had similar country developing background to Taiwan. Being placed between Japan and China, South Korean companies must find solutions to compete with Japan in marketing and with China in manufacturing. Once they can compete with others for “Quality” but not for “Quantity”, they can really gain global success. This research aims to understand how the hugest South Korean company, Samsung, built its successful own brand. Through theoretical review and case study, organization, innovation and marketing are found as three keys to Samsung’s powerful brand. Benchmarking, determination, leadership, R&D innovation, brand strategy, brand position, IMC etc. are all relative to Samsung’s brand building. In the end, this research concludes ten keys for Taiwanese companies from Samsung’s experience, and six suggestions for succeeding research.