代工到自有品牌之轉型策略研究: 以T公司為例

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代工到自有品牌之轉型策略研究: 以T公司為例

The strategy for OEM to OBM: a study of T company

粘智斐 , Masters　　Advisor：許嘉文　　

繁體中文

OEM ； ODM ； OBM ；創業家；行銷組合；轉型； OEM ； ODM ； OBM ； Entrepreneurs ； Marketing mix ； Business transformation

Abstract │ Reference (33) │ Altmetrics

Abstract 〈TOP〉

Parallel Abstract 〈TOP〉

Food safety issues are emerging in Taiwan in recent years. Consumers lose the confidence in Taiwan GMP validation. Government strictly checks the production works and severely supervises resources of raw materials. Aforementioned factors lead food industries facing more difficulties in running business and developing new products, especially for the contract packers. The beverage manufacturers that cannot meet the demands of new regulations have to be eliminated and quit the market. There is fierce competition between beverage industries. In order to get orders and remain sustainability, industries must be more aggressive in upgrading the business. In addition to develop OEM, industries use its own superiority to transform to ODM business and to open up new markets by establish partnership with distributors to upgrade to OBM business. 
 The annual revenues of Taiwan beverage market a year is about 55 billion (Source: Ministry of Economic Affairs and Statistics Department). Developing OBM would be a good strategy if industries want to increase profit in OEM market, both in view of starting a venture or contract –packing. Why does OBM strategy fit the co-packing industries? It is good because the ideas of entrepreneurs can be commercialized by a combination of distributions and consumer demands.
 This study collects information from literature, government websites, marketing research company, books, news etc. After case study, we acknowledge the innovative ideas of second generation entrepreneur who creates and manages a new brand by taking advantage of OBM strategy. He creates opportunities of new business through the capabilities of professional research and development, integration of raw material resources, manufacturing management and distribution developing of affiliates.

Reference ( 33 ) 〈TOP〉

10.劉常勇、謝如梅（2006）。創業管理研究之回顧與展望：理論與模型探討，創業管理研究，第一卷第一期，p.1-43。
連結：
1.A nonfinancial business success versus failure prediction mo RN Lussier - Journal of Small Business Management, 1995.
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4.Barney, J. B. (1986). Strategic Factor Markets：Expectations, Luck, and Business Strategy, Management Science, 32(10), 1231-1241.
連結：
5.Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.
連結：
6.Collis D. J. and Montgomery C. A.(1995). Competing on Resource Strategy in the 1990s, Harvard Business Review,73：118-128.
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