台灣是以出口為導向的國家,其中聚酯化纖業更是以往傳統產業的創匯要角,然而隨著外部環境的變遷,諸如大陸業者的崛起、原油價格的走揚以及國際間日益盛行的貿易保護措施,漸漸使得台灣業者不再具有競爭優勢,所以,台灣業者必須進行產業的升級與轉型。 而在產業轉型的過程中,台灣的業者開始發展功能性之利基型商品,但是在化纖產業的B2B寡占市場型態中,因同業之間的模仿能力強大,若是各廠家無法有效建立差異化的區隔,即便是利基型商品亦無法持續維持競爭力。因此,有業者開始以功能性商品發展品牌,企圖以此”要素商品”建立”要素品牌”而達到提升產品附加價值的功效。 本研究以品牌權益做為切入點,將具化纖產業代表性之個案公司遠紡,以及目前已為業界廣泛認同,成功推行要素品牌於B2B模式之INTEL與GORE-TEX®案例做比較,以試圖找出在B2B的商業型態中,發展要素品牌的關鍵因子,並提出相關建議,以提供化纖業者做為行銷規劃的參考。
Taiwan is an export-oriented country. Polyester fiber industry was important in the early stage of Taiwan economic development. Nowadays with the external environment changes, such as industry rising from China side, crude oil price increasing and the more and more protection measures for international trading between each economy parties, already make those Taiwan makers are not competitive as before. Therefore, those Taiwan makers have to carry out industrial upgrading and reforming. The purpose of this study is by cases comparison between INTEL, GORE-TEX®, Far Eastern New Century Co. to research under this condition if polyester fiber industry can build ingredient brand in B2B model to keep advantage. And try to find out the key factors for building ingredient brand.