标题: | 探讨JOHNSON乔山健康科技竞争优势的形成原因 Developing the Formation of Competitive Advantages of Johnson Health Tech. Co. Ltd. |
作者: | 陈姿珺 Chen, Tzu-Chun 唐璎璋 Tang, Ying-Chan 企业管理硕士学程 |
关键字: | 乔山;健身器材;竞争优势;品牌策略;Johnson;sports & fitness industries;competitive advantages;brand strategy |
公开日期: | 2009 |
摘要: | 本论文研制之探讨JOHNSON乔山健康科技竞争优势的形成原因,是如何可以稳居台湾育乐用品产业龙头宝座。透过文献探讨及个案分析乔山健康科技股份有限公司,探讨JOHNSON乔山健康科技竞争优势的形成原因,藉以提升健身器材产业的经营绩效并使其更为卓越。 乔山的竞争优势:“耗资约20亿元的上海二厂的生产规模”、“全球最快的产品开发设计部门”、“转型为价值链的整合者”、“全球运筹管理能力”、“新运动平台”、“成功塑造自有品牌”、及最新的“越南厂的建厂”、和“乔山在大陆成立“全球采购中心(IPO)””,成功地为乔山四大品牌增加附加价值,成为全球前四大的健身器材集团公司,采取最适合的行销策略,长期建立起品牌知名度,在消费者心中建立了一股感动与品牌忠诚度,而这无形资产的品牌价值则显示在公司的财务报表上: 目前现金盈余及预测未来现金盈余的折现总值,以有形财务报表数据显示出品牌价值衡量的品牌权益。 乔山旗下有四大自有品牌,在订价策略中,乔山用4个品牌搭配不同的销售通路,分别设计不同的行销组合满足各个市场,效果就是创造较多的总销售量,做到了品牌差异化策略。 而因应这波不景气,乔山也增加了“越南厂的建厂”、和“乔山在大陆成立“全球采购中心(IPO)””。“越南厂的建厂”: 除了增加产量,更进一步可以享受美、越的贸易优惠关税,避开大陆、美国之间的贸易纠纷达成全球布局。“乔山在大陆成立“全球采购中心(IPO)””: 一方面把利润低、技术低的产品委外代工,以降低管理费用及成本,另一方面外购三温暖烤箱、脚底按摩机等,抢攻欧洲市场,也扩充产品线。 A procedure is developing the formation of competitive advantages of Johnson Health Tech. Co. Ltd. to explore how it is the market leader of Taiwan sports & fitness industries. We analyze “Johnson Health Tech. Co. Ltd.” by literature review and case analysis to develope the formation of competitive advantages of Johnson Health Tech. Co. Ltd. and promote the business performance of Taiwan sports & fitness industries at the same time. The competitive advantages of Johnson are “about 20 billion costs of the production scale of Shanghai plants”, “the world's fastest product development and design department”, “the value chain integrator”, “global logistics management capabilities”, “new motion platform”, “having its own brands successfully”, “building the Vietnam factory”, and “setting global procurement center (IPO) in China”. They increase the value of the four brands successfully and become the top four sports & fitness company. Johnson uses the suitable marketing strategies to develop the brand popularity and has the good relationship with consumers. The financial statements of Johnson show its brand value from the discounted value of the current cash surplus and the predictedly future cash surplus and this shows brand equity. Johnson has four brands. It uses four brands with different sales channel to make pricing strategies and meet the various markets. These pricing strategies create the total sales of more by the various product lines and sales channel and reach the target of brand differentiation strategy. Because of economic recession, Johnson also increases “building the Vietnam factory” and “setting global procurement center (IPO) in China”. “Building the Vietnam factory” is not only increasing output but also enjoying the more preferential tariff trade between US and Vietnam to avoid trade disputes between China and US. “Setting global procurement center (IPO) in China” is not only outsourcing the low profits and low technology products to reduce cost but also buying some products to sight on the European market and expand product lines. |
URI: | http://140.113.39.130/cdrfb3/record/nctu/#GT079688520 http://hdl.handle.net/11536/44127 |
显示于类别: | Thesis |