電子儀器產業國際行銷策略之研究－以Ｋ公司在中國市場為例

The Research of International Marketing Strategy for the Industry of Electronic Instruments–Case Study of K Company in China Market

郭國棟(Kuo-Tung Kuo)

指導教授 ： 胡同來 ； 郭人介

國立臺北科技大學/管理學院/工業工程與管理系所/碩士(2005年)

https://doi.org/10.6841/NTUT.2005.00330

摘要

近幾年來，台灣企業紛紛西進中國，對台灣的產業、經濟與兩岸三地的互動產生了深遠的影響。電子儀器產業是高科技產業中的上游供應商，其最終客戶就是台灣的電子高科技產業，因應台商到中國設廠，不得不跟隨至中國設廠及尋找發展商機，如何利用中國廣大的市場做為品牌及產品的根據基地，進而發展全球品牌的行銷策略，實為電子測量儀器產業，刻不容緩的課題。
本研究針對個案電子測量儀器K公司，利用專家訪談，深入研究探討K公司如何因應市場的轉移，成功的深耕中國市場;如何在中國快速建構一套完整的行銷策略。期望本研究能對欲進入中國市場之台灣電子儀器廠，提供一些可供參考的行銷策略；同時提出一些行銷策略研究的心得，以回饋K公司對本研究的支持與幫忙。
研究結果得知K公司是採用獨資方式快速在中國設立工廠及建立營運總部,運用組織規模經濟優勢,鎖定台資企業及高校市場為主要目標市場，利用有價值的產品定位去進攻市場，並利用品牌及差異化產品優勢，透過通路及產品促銷活動，將產品快速進入中國市場。
成功的關鍵因素有1.較大的規模經濟2.兩岸三廠分工3.完整的行銷通路4.建構自有品牌5.完善的財務管理能力6.堅強的管理團隊及完善的管理制度等等。

關鍵字

市場區隔 ； 目標界定 ； 市場定位 ； 行銷策略 ； 電子測量儀器

並列摘要

In these years, Taiwanese companies have built their own factories in China one by one, which has significant impact to Taiwanese economics and the interactions within Taiwan, China and Hong Kong. The industry of the electronic measure instruments is the upstream supplier in the electronic high tech industry. While it faces the downstream industry moves to China, the market transformation and the enormous China market force it to put the forcus on the China market. How to exploit the China domestic market to build international brands and to set up factories in China have become important issues to the industry of the electronic measure instruments.
The research focuses on K Company – a manufacture and distributor of electronic measure instruments. By interviews with experts to study K Company deeply in how it deals with the market transformation, how it became a successful pioneer in China, as well as how it built up a set of comprehensive marketing strategy in China speedy. The study expects to offer a set of realistic marketing strategy for the Taiwanese electronic measure instruments companies which want to develop business in the China market. Meanwhile, the research proposes some suggestions as the feedback and thanks to K Company for its support and help.

The research founds that K Company is independent in finance, so that it could build factories and the business centre in China rapidly. Meanwhile, it adopts its competitive advantage in business scale and targets at the segments of Taiwanese companies and the senior high schools.Right poisoning, accurate price policy, brand awareness as well as products differention are also helpful in the business development. Furthermore, the multi distribution channels and promotion activities lead its products expand in China market quickly. To conclude its key successful factors are: 1.) relatively large business scale 2.) three factories in China and Taiwan play different roles 3.) comprehensive distribution channels 4.) has own brand 5.) healthy financial management 6.) tough management team and appropriate management policies.

並列關鍵字

segment ； Targeting ； position ； marketing strategy ； electronic measure instruments

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