台灣健身器材產業西進大陸策略分析 - 以喬山為例

Abstract

大陸近年來漸漸成為全球最重要的生產基地，除了當地極少數自有品牌之外，大陸健身器材業者正循著台灣過去數十年來工業發展的軌跡，以OEM代工之方式培養自己的技術。台灣健身器材廠商面臨大陸廠商價格競爭的壓力，也開始到大陸投資設廠。然而台灣業者在大陸的經營方式，是應該到大陸落地生根，以更低的價格與大陸廠商競爭，還是應該建立其它的競爭優勢？ 大陸將舉辦2008年奧運，隨著大陸為此活動所做的各項準備與日後的經濟發展，預計每年為大陸帶來0.3~0.4%的GDP成長。加上隨著奧運經濟的發展，2008年奧運能為台灣健身器材產業帶來的商機，並不如其他基礎建設的產業。反倒是跟隨著2008年奧運之後的整體經濟發展，才真正為健身器材這種原就屬於高單價之奢侈品，帶來遠景。 本研究主要是以喬山健康科技股份有限公司在大陸發展的歷程與實際成效，探討台灣健身器材公司在大陸發展的策略，並說明「出走」並持續價格競爭模式並不適合健身器材產業目前之發展。應是專注於品牌推廣與創新研發，賺取高額研發與行銷利潤，並形成「市場帶領設計、設計引導製造、製造支援市場」的「設、研、製」分工模式。

China has already become the most important manufacturing base in the world. Chinese fitness industry is, following the path of Taiwanese companies, accumulating manufacturing techniques through OEM business model. Taiwanese fitness industry is facing price competition from Chinese manufacturers. Some of the manufacturers started to invest facilities in China. However, should Taiwanese companies compete with Chinese suppliers with lower price, or to establish other types of competitive advantages? China will host the 2008 Olympic Game in Beijing. The preparation of the game is expected to create 0.3~0.4% GDP growth for China every year. However, the opportunity for fitness industry following Olympic economic, is obviously not as promising as other related industry, such as fundamental infrastructure. On the contrary, the prosperous economics after Olympic game is the real opportunity for fitness industry, which is considered as luxury product. This study is based on exploring of Johnson Health Technology’s developing strategy and performance in China. Also to demonstrate that moving the entire company to China and fall into the price competition is not a good developing strategy. Making high premium profit from designing and brand-name marketing, and developing a diversified infrastructure of “Marketing guides designing, designing leads production, production supports marketing” are more appropriate strategies for Taiwanese fitness industry.