| Summary: | 碩士 === 東海大學 === 企業管理學系高階企業經營碩士在職專班 === 102 === After 1980s, the manufacturing industry in Taiwan has prosperously been developed. Consistent production process of supply chain rapidly enlarged capacity and established a fine reputation of “Kingdom of OEM” for Taiwan. However, along with the rise of emerging countries in Asia, Taiwanese manufacturers lost their edges and were forced to relocate factories overseas for more competitive cost advantages. Therefore, how to worm out of the potential difficulty and transfer existing abilities to brand creation are next future stages for all enterprises in Taiwan.
In addition to review relevant brand theories and manufacture models in this study, the research takes Cheng Shin Rubber Ind. Co. Ltd., a Taiwanese biggest leader with MAXXIS brand in tire market, as an great example to show how a successful brand is founded at the beginning from one OEM manufacturer and what the plights they are faced with, what business model Cheng Shin Rubber adopts and the turning points of such a shift are as well.
The study takes Osterwalder, A., & Yves, P.’s (2012) business model framework, not only examining Cheng Shin Rubber’s four main operation prospects-customer, value-providing, Infrastructure, and financial status, but also discussing the differences of various kinds of international cooperation strategies. The study suggests the methods of brand strategies and directions to keep making continuous progress in time of adversity for companies in other businesses.
From the research analysis, the study indicates 6 findings of the research, including below:
1. Superior quality of product and service.
2. Emphasize having own R&D ability.
3. Optimized strategic positioning.
4. Internal advantage.
5. External opportunity.
6. The dual-brand business model of Cheng-Shin/Maxxis
|
|---|
