- 學位論文
智慧型手機廠商進入國際市場與行銷策略調適 之研究: 以OPPO為例
International Expansion of Smartphone Company and Its Adaptation of Marketing Strategy: A Case Study of OPPO
摘要
首先，智慧型手機市場可以以在2011年8月16日小米推出的首款小米手機作為分水嶺，其售價1,999人民幣將智慧型手機的售價拉至2,000人民幣這個水準。在推出之後，產品與品牌開始獲得巨大的回響: 小米手機強調透過網路銷售與飢餓行銷的行銷模式，主打「高規格、低售價」的智慧型手機來吸引消費者。自從小米手機重新定義智慧型手機的定價與功能後，大量的中國大陸智慧型手機廠商開始湧向了「高規格、低售價」的商業模式，例如:華為、魅族、金立等紛紛加入戰局，強調智慧型手機的硬體規格與低廉的價格，教育消費者「硬體越高級，手機越好」的消費概念。希望消費者感受以最少的錢買到最好的硬體。 即便當前普遍的中國智慧型手機廠商皆是主打高規格、低售價的產品策略，OPPO手機則採行了大相逕庭的競爭策略。在行銷方面，OPPO公司會通過重金聘請該地區最紅的藝人來擔任產品代言人、實施密集大面積的實體廣告看板來宣傳自家產品等。在產品開發方面，OPPO的智慧型手機強調一些顯而易見的手機功能: 例如拍照成像、充電速度，貼近消費者需求，與其他廠商強調運算速度與處理器的規格略有不同。在通路方面部分，OPPO非常重視線下實體店面的智慧型手機銷售，採用深度分銷模式直接與最終端的手機行合作，並透過較高的激勵獎金與培養專業的銷售人員進行手機的販售，這與其他智慧型手機廠商逐漸將銷售帄臺轉至網路上大不相同。OPPO在微笑曲線的兩端投注較大的資源以提升附加價值，以產品開發與行銷通路作為其最重要的競爭優勢。 OPPO在海外市場中，不僅延續了在中國大陸成功的經驗，也在許多層面上進行改良以滿足當地，大幅度的提高該品牌在國際上的競爭優勢。OPPO在產品的外觀與研發、行銷與通路的知識上進行全球的標準化；在產品的規格、行銷的方式進行微幅的在地化的調整，讓OPPO不僅能夠創造規模經濟，還能夠滿足當地消費者的需求，成為一家具有全球在地化思維的企業，提供一個成功國際拓展的中國企業典範。
並列摘要
Since August 8th, 2011, the day on which Chinese smartphone company Xiaomi launched its first smartphone, Mi 1, smartphones have become much more affordable and available than ever before. Mi 1 is equipped with the most powerful SoC, the greatest screen in that day, however, only at a price of only RMB1999. The brand new business model was that Xiaomi start to sell their products through the exclusive channel on the internet, which not only reduced the cost but also created a marketing phenomenon, Hungary Marketing. As a result, most of the smartphone companies in China got to imitate the Xiaomi Model in order to provide cutting-end hardware smartphones with a budget price to meet the needs of growing population of Chinese internet users. Even though, there is a unique player who did not get into the price war. It is OPPO. OPPO follows its own path to focus on their targeting customers and provide the device which satisfy customers’ needs, such as, photo quality, quick charging, etc. Furthermore, OPPO utilizes depth distribution model by which OPPO sells its product mainly through their thousands of brick-and-mortar retail stores. The business model emphasizes the human factor in making decision in buying a smartphone. Salespersons from OPPO directly engage into the process of introducing, demonstrating, and even educating the customers. OPPO strengthens competitive advantages by investing on the two ends of Smile Curve: research and development and marketing. Moreover, OPPO is expanding in several emerging markets. OPPO shares the knowledge of the product design and R&D, and it transfers the experience in marketing and channels from China to host countries. In addition, it also makes some modification such as, the specs of smartphones, the entry mode, and the targeting audience to meet the demand of foreign markets. As a result, OPPO is wining the markets both in home and host countries with “Glocalization” mindset.