企業從代工到品牌之品牌建立策略研究：以南韓三星集團為例

Abstract

台灣從1970年代起，開創了讓世人瞠目結舌的經濟奇蹟。從一個默默無名的東南亞小島，一躍成為世界矚目的科技島。過去台灣利用便宜的人力資源及優異的研發技術，在科技產業鏈中找到了屬於自身的利基位置，藉由代工創造了屬於自己的一片天。隨著中國等工資更低的生產國崛起，代工的利潤亦逐步趨向微利化，台灣企業是必要需要其他方法來增加企業利潤與競爭優勢。「發展全球品牌」看來是這個問題的解答。

與台灣同屬亞洲四小龍的南韓，有著與台灣類似的發展背景。被夾在「成本更低生產者」中國與「強力品牌行銷者」日本之間的南韓，體認到唯有將重心放品牌發展上，才能避開以「量」取勝的生產價格戰，而將戰場轉至以「質」取勝的品牌價值戰。如此一來才有能力從區域競爭邁向全球競爭，一躍成為國際舞台的要角。

本研究以南韓第一企業：三星做為研究對象，從三星發展歷史中找尋階段性的策略作為與其品牌價值快速彈升的關係。藉由品牌權益、創新理論、競合理論以及藍海策略等文獻理論輔助解讀此個案，三星的品牌建立可從組織、創新與行銷三個方面解析。組織幫助品牌成形的因素包含一流標竿學習、決心與執行力、策略調整結構、謹慎果斷決定、成功魅力領導。創新幫助品牌成形的因素包含人力資源創新、研發目標創新、研發平台創新、程序模式創新。行銷幫助品牌成形的因素包含品牌策略清楚、品牌架構清晰、品牌定位明確、整合行銷傳播、全球化的行銷。

最後本研究歸納可做為台灣企業借鏡的三星經驗，分別為品質是品牌發展的基礎、決心引發改變帶動品牌、品牌發展需要策略管理、品牌發展源自內外結合、耐心是品牌發展的必須、全球視野影響全球品牌、快速反應攫取品牌成功、科技與創新為品牌之母、行銷輔佐成功建立品牌、創造成功接著循環成功。此外，本研究提出「公司治理以及危機處理」、「如何持續創造維持高檔？」、「品牌發展與新市場發展」、「什麼產品代表品牌核心？」、「做大做強還是做強做大？」及「垂直整合是最強殺手鐧？」做為後續研究的建議。

Since 1970s, Taiwan has developed from an unknown Asian island to a well-known hi-tech island. In that time, Taiwanese low-cost but high-quality human resources led astounding economic success. Taiwanese companies found a niche in value chain with their OEM experience in the past, but they are facing the challenges from China. Chinese lower-cost manufacture dilute their revenue and erode their market space. Building own brand is the best way to enhance Taiwanese competitiveness and regain their market value.

South Korea, as a member in “Four Asian Tigers” as Taiwan, had similar country developing background to Taiwan. Being placed between Japan and China, South Korean companies must find solutions to compete with Japan in marketing and with China in manufacturing. Once they can compete with others for “Quality” but not for “Quantity”, they can really gain global success.

This research aims to understand how the hugest South Korean company, Samsung, built its successful own brand. Through theoretical review and case study, organization, innovation and marketing are found as three keys to Samsung’s powerful brand. Benchmarking, determination, leadership, R&D innovation, brand strategy, brand position, IMC etc. are all relative to Samsung’s brand building. In the end, this research concludes ten keys for Taiwanese companies from Samsung’s experience, and six suggestions for succeeding research.