從藍海策略觀點探討V品牌薄型電視在北美市場的成功經驗

FROM THE VIEWPOINT OF BLUE OCEAN STRATEGY TO INVESTIGATE SUCCESSFUL PRACTICES OF V-BRAND SLIM TV IN NORTH AMERICAN MARKET

邵屏新(Pin-Hsin, Shao)

指導教授 ： 湯玲郎

元智大學/管理學院/管理研究所/碩士(2009年)

摘要

隨著薄型電視的價格日益降低與數位電視系統即將全面取代類比電視系統的推波助瀾，薄型電視的普及率是日益上升，促使薄型電視的價格大戰盛囂塵上。VIZIO品牌的電視產品，是近幾年來北美地區最大的黑馬，創立於2003年美國加州Irvine市，VIZIO品牌以「低價」、「便利」與「符合客戶需求的品質」的破壞性創新方式，搭配「會員制量販店」的通路模式，一舉在2007年第二季就搶下北美地區薄型電視的銷售冠軍，打敗了如Sony、Sharp、Samsung、Panasonic…等日韓知名品牌，使該區域內的TV相關廠商，均遭受到嚴重的「VIZIO STORM」。
本文透過十二項關鍵因素探討VIZIO品牌的成功經驗，經由個案研究方法去發掘與驗證VIZIO對於「破壞性創新理論」的實踐與應用，再配合藍海策略的分析與探討，找到成功行銷VIZIO品牌可供借鏡之處，本研究結論可提供台灣相關產業做為品牌行銷與創造性破壞研究的參考。從研究結果得到下列幾點結論：
1.VIZIO實踐與貫徹破壞性創新理論，以低價策略顛覆市場並創造贏的契機
2.VIZIO充分掌握自身的關鍵成功因素，所以能以新進者贏得成功的機會
3.VIZIO善用微笑曲線右邊的品牌與服務，配合通路、研發與製造間的夥伴關係，創造了滿足顧客需求的新價值
4.VIZIO不斷地開創屬於自己的藍海策略，以客戶思維為導向並勇於追求創新，是擊敗所有競爭者的不二法門

關鍵字

薄型電視 ； 破壞性創新 ； 關鍵成功因素 ； 品牌行銷 ； 藍海策略

並列摘要

As the price of slim television reducing day by day, and also with the analog television system being fully replaced by digital television system, the popularity of slim television has been increasing everyday. In recent years, the biggest dark horse in North America would be VIZIO. It was founded in 2003, in the city of Irvine, California, USA. VIZIO uses "low price", "convenience" and "customizing quality" to meet the destructive innovation, working with Warehouse Clubs like Wal-Mart, VIZIO became the slim television selling champion within the second quarter of 2007 in North America. Even well-known brands such as Sony, Sharp, Samsung, Panasonic ... etc., and the regional TV related manufacturers were all shocked by "VIZIO STORM".

This thesis is to explore and verify the successful practices of the Destructive Innovation theory of the “VIZIO STORM", through the 12 Key Factors and also through the analysis and discussion in the Blue Ocean Strategy study course. The conclusions of this thesis will provide Taiwan-related industries an important reference in brand marketing and creative destruction in the future. There are some conclusions after research result as following,

1.VIZIO practice and implement the theory of Disruptive Innovation to low-cost strategy to subvert the market and create an opportunity to win.
2.VIZIO grasps their own KSF adequately, so new entrants can win the sucessful opportunity too.
3.VIZIO uses branding and services as the right side of smile curve with access, R & D and manufacturing partnerships, created the new value to meet customer demand.
4.VIZIO constantly creating their own blue ocean strategy, customer-oriented thinking and bold in the pursuit of innovation is the only way to beat all competitors.

並列關鍵字

Slim TV ； Destructive Innovation ； Key Success Factor ； Brand Marketing ； Blue Ocean Strategy

參考文獻

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