English  |  正體中文  |  简体中文  |  Post-Print筆數 : 11 |  Items with full text/Total items : 88654/118227 (75%)
Visitors : 23500118      Online Users : 321
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/126599

    Title: 電子零組件產業的工業行銷創新-以X公司為例
    Industrial Marketing Innovation in Electrical Component Industry-A Case Study of Company X
    Authors: 曾智暉
    Zeng, Zhi-Hui
    Contributors: 吳豐祥
    Wu, Feng-Shang
    Zeng, Zhi-Hui
    Keywords: 電子零組件
    Electronic components
    industrial marketing
    relationship marketing
    marketing research
    knowledge management
    marketing innovation
    product concepts
    value creation
    Date: 2019
    Issue Date: 2019-10-03 17:21:35 (UTC+8)
    Abstract: 電子零組件製造業為台灣的重要產業,不論是在整體產值或是經濟成長的貢獻上都對台灣有重大的影響。過去,台灣電子零組件產業的競爭優勢在於優秀的成本控制,能夠同時維持品質又降低量產成本,進而讓台灣廠商得以在國際上脫穎而出,獲得大量訂單。然而,近年來面對中國廠商的低價競爭,台灣廠商的優勢逐漸減少,因而勢必要尋求其他方式來提升產業競爭力。
    結論一:電子零組件廠商在進行工業行銷創新之時,會先透過對終端使用者的行銷研究,並且與產業中其他夥伴組成策略聯盟,以促進新產品概念的推 動與關係行銷層次的提升。
    結論三:電子零組件廠商在進行工業行銷創新之時,會透過與策略聯盟夥伴的連結來提高產品概念價值,同時也會透過補貼小型品牌廠商來加快產品上 市。
    The electronic component manufacturing industry is an important industry in Taiwan, and its overall output value or contribution to economic growth both resulted in critical impact in Taiwan. In the past, the competitive advantage of Taiwanese electronic component industry was excellent cost control, which was able to maintain quality while reducing mass production costs. This competitive advantage allowed Taiwanese manufacturers to stand out from the amounts of competitors and get lots of orders. However, facing the cost competition from Chinese manufacturers, the advantages of Taiwanese manufacturers have gradually decreased. It is necessary to seek other ways to enhance industrial competitiveness.
    Past research suggests that innovation can bring higher value to products. However, innovation is not just about making changes, but about integrating the resources and capabilities of the organization, consciously reaching differences, meeting unmet needs or creating new value, ultimately bringing growth in rate or gross margin, revenue and market share to the company. Although Taiwanese manufacturers have realized the benefits of innovation, they still focus only on product innovation, ignoring the value from marketing. For that, Taiwanese manufacturers were used to investing few on the innovation of industrial marketing. However, through the innovation of industrial marketing, Company X has successfully made a number of international manufacturers to adopt the products of its components. According that, this study believes that industrial marketing innovation can bring higher value to products and enhance opportunities for adoption.
    However, in the past, scholars have less research on industrial marketing innovation, mostly focusing on generic innovation management or consumer marketing innovation. In order to make up for this research gap and to further understand the ways and elements of industrial marketing innovation, this study analyzes the success stories of the industry through three scopes: “enterprise innovation”, “marketing innovation” and “industrial marketing”. Finally, the marketing innovation structure of the electronic component industry and the following conclusions are summarized.
    Conclusion 1: In the process of implementing industrial marketing innovation, electronic component manufacturers will first conduct marketing research on end users and form strategic alliances with other partners in the industry to promote the new product concepts and marketing relationship.
    Conclusion 2: In the process of implementing industrial marketing innovation, electronic component manufacturers will first obtain the cooperation intentions of customers and coordinate the cross-functional teamwork between the two parties to increase the launch opportunities of innovative products.
    Conclusion 3: In the process of implementing industrial marketing innovation, electronic component manufacturers will increase the value of their products through links with strategic alliance partners, and will also speed up product launch by subsidizing small original brand manufacturers.
    Conclusion 4: In the process of implementing industrial marketing innovation, the key elements of industrial marketing innovation include: knowledge management, value creation, marketing evidence innovation, product concept innovation, venture management, and relationship marketing.
    The study draws the academic contributions and practical suggestions in the final section.
    Reference: 一、 英文部分
    1. Aaker, D. A. (2009). Managing Brand Equity. New York: Simon and Schuster.
    2. Afuah, A. N.& Bahram, N. (1995). The hypercube of innovation. Research policy, 24(1), 51-76.
    3. Atuahene-Gima, K. (1996). Market orientation and innovation. Journal of Business Research, 35(2), 93-103.
    4. Berry, L. L. (1991). Marketing Services: Competing Through Quality. New York: Simon and Schuster.
    5. Berry, L. L.& Parasuraman, A. (2004). Marketing Services: Competing Through Quality. New York: Simon and Schuster.
    6. Bettenhausen, K. L. (1991). Five years of groups research: What we have learned and what needs to be addressed. Journal of Management, 17(2), 345-381.
    7. Birkinshaw, J., Hamel, G.& Mol, M. J. (2008). Management innovation. Academy of Management Review, 33(4), 825-845.
    8. Borden, N. H. (1964). The concept of the marketing mix. Journal of Advertising Research, 4(2), 2-7.
    9. Brown, R. (1992). Managing the “S” curves of innovation. Journal of Business & Industrial Marketing, 7(3), 41-52.
    10. Chang, Y., Wang, X.& Arnett, D. B. (2018). Enhancing firm performance: The role of brand orientation in business-to-business marketing. Industrial Marketing Management, 72, 17-25.
    11. Charlesworth, A. (2014a). An Introduction to Social Media Marketing. London: Routledge.
    12. Charlesworth, A. (2014b). Digital Marketing: A Practical Approach. London: Routledge.
    13. Christensen, C. M. (2000). The Innovator's Dilemma: When New Tenologies Cause Great Firms to Fall (吳凱琳, Trans.). 台北市: 商周出版.
    14. Christopher, M., Payne, A.& Ballantyne, D. (1991). Relationship marketing: bringing quality customer service and marketing together Relationship Marketing. London: Forthcoming Heinemann.
    15. Clark, K. B.& Wheelwright, S. C. (1993). Managing New Product and Process Development: Text and Cases. Boston: Harvard Business School.
    16. Culliton, J. W. (1948). Management of Marketing Costs. Cambridge: Division of Research, Graduate School of Business Administration, Harvard University.
    17. Damanpour, F. (1992). Organizational size and innovation. Organization Studies, 13(3), 375-402.
    18. Dougherty, D. (1992). Interpretive barriers to successful product innovation in large firms. Organization Science, 3(2), 179-202.
    19. Drucker, P. F. (1955). The Practice of Management. New York: Harper and Row.
    20. Drucker, P. F. (1985). Innovation and Entrepreneurship Practice and Principles. New York: Harper and Row.
    21. Dwyer, F. R., Schurr, P. H.& Oh, S. (1987). Developing buyer-seller relationships. Journal of Marketing, 51(2), 11-27.
    22. Dwyer, F. R.& Tanner, J. F. (2002). Business Marketing: Connecting Strategy, Relationships, and Learning. New York: McGraw-Hill.
    23. E, F.& Webster, J. (1992). The changing role of marketing in the corporation. Journal of Marketing, 56(4), 1-17.
    24. El Bassiti, L.& Ajhoun, R. (2013). Toward an innovation management framework: A life-cycle model with an idea management focus. International Journal of Innovation, Management and Technology, 4(6), 551.
    25. Gaynor, G. H. G. (2006). Innovation By Disign: What It Takes Your Company On The Cutting Edge (褚耐安, Trans.). 台北: 商周出版.
    26. Goldsmith, R. E. (1999). The personalised marketplace: beyond the 4Ps. Marketing Intelligence & Planning, 17(4), 178-185.
    27. Grove, A. S. (1996). Only The Paranoid Survive: How To Exploit The Crisis Points That Challenge Every Company and Career. New York: Broadway Business.
    28. Gummesson, E. (1987). The new marketing—developing long-term interactive relationships. Long Range Planning, 20(4), 10-20.
    29. Hanvanich, S., Dröge, C.& Calantone, R. (2003). Reconceptualizing the meaning and domain of marketing knowledge. Journal of Knowledge Management, 7(4), 124-135.
    30. Higgins, J. M. (1995). Innovation: the core competence. Planning Review, 23(6), 32-36.
    31. Hollanders, H., Es-Sadki, N., Mateos-Garcia, J.& Moeremans, R. (2018). European Innovation Scoreboard 2018. Luxembourg: Publications Office of the European Union.
    32. Holst, A. (2019). Shipment forecast of laptops, desktop PCs and tablets worldwide from 2010 to 2023 (in million units). Retrieved from
    33. Homburg, C., Fassnacht, M.& Guenther, C. (2003). The role of soft factors in implementing a service-oriented strategy in industrial marketing companies. Journal of Business to Business Marketing, 10(2), 23-51.
    34. Hutt, M. D.& Speh, T. W. (2012). Business Marketing Management: B2B. Chula Vista, CA: South-Western College Publication.
    35. Judd, V. C. (1987). Differentiate with the 5th P: People. Industrial Marketing Management, 16(4), 241-247.
    36. Lovelace, K., Shapiro, D. L.& Weingart, L. R. (2001). Maximizing cross-functional new product teams' innovativeness and constraint adherence: A conflict communications perspective. Academy of Management Journal, 44(4), 779-793.
    37. McCarthy, E. J.& Perreault Jr, W. D. (1964). Basic Marketing. Irwin, Homewood, IL.
    38. McCarthy, M. S.& Norris, D. G. (1999). Improving competitive position using branded ingredients. Journal of Product & Brand Management, 8(4), 267-285.
    39. Morgan, R. M.& Hunt, S. D. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20-38.
    40. Naumann, E., Lincoln, D. J.& McWilliams, R. D. (1984). The purchase of components: functional areas of influence. Industrial Marketing Management, 13(2), 113-122.
    41. Nonaka, I. (1991). The knowledge-creating compony. Harvard Business Revuew, November-December, 96-104.
    42. Nonaka, I.& Kenney, M. (1991). Towards a new theory of innovation management: A case study comparing Canon, Inc. and Apple Computer, Inc. Journal of Engineering and Technology Management, 8(1), 67-83.
    43. Nonaka, I.& Takeuchi, H. (1995). The Knowledge-Creating Company : How Japanese Companies Create The Dynamics of Innovation. New York: Oxford University Press.
    44. Norris, D. G. (1992). Ingredient branding: A Strategy Option with Multiple Beneficiaries. Journal of Consumer Marketing, 9(3), 19-31.
    45. OECD/Eurostat. (1997). Oslo Manual: Guidelines For Collecting and Interpreting Innovation Data, 2nd Edition. Paris and Luxembourg: OECD Publishing.
    46. OECD/Eurostat. (2005). Oslo Manual: Guidelines For Collecting and Interpreting Innovation Data, 3rd Edition. Paris and Luxembourg: OECD Publishing.
    47. OECD/Eurostat. (2018). Oslo Manual 2018: Guidelines for Collecting, Reporting and Using Data on Innovation, 4th Edition. Paris/Eurostat,OECD/Luxembourg: OECD Publishing Retrieved from https://www.oecd-ilibrary.org/content/publication/9789264304604-en.
    48. Prahalad, C. K. (1993). The role of core competencies in the corporation. Research-Technology Management, 36(6), 40-47.
    49. Rafiq, M.& Ahmed, P. K. (1995). Using the 7Ps as a generic marketing mix: an exploratory survey of UK and European marketing academics. Marketing Intelligence & Planning, 13(9), 4-15.
    50. Ren, L., Xie, G.& Krabbendam, K. (2009). Sustainable competitive advantage and marketing innovation within firms: A pragmatic approach for Chinese firms. Management Research Review, 33(1), 79-89.
    51. Schilling, M. (2017). Strategic Management of Technological Innovation (第五版 ed.). 台北市: 美商麥格羅希爾國際股份有限公司台灣分公司.
    52. Schumpeter, J. A. (1934). The Theory of Economic Development. Cambridge, Mass.: Harvard University Press.
    53. Sheth, J. N., Newman, B. I.& Gross, B. L. (1991). Why we buy what we buy: A theory of consumption values. Journal of Business Research, 22(2), 159-170.
    54. Slater, S. F.& Narver, J. C. (1995). Market orientation and the learning organization. Journal of Marketing, 59(3), 63-74.
    55. Tzokas, N.& Saren, M. (1999). Value transformation in relationship marketing. Australasian Marketing Journal (AMJ), 7(1), 52-62.
    56. Webster Jr, F. E.& Wind, Y. (1972). A general model for understanding organizational buying behavior. Journal of Marketing, 36(2), 12-19.
    57. Yin, R. K. (2014). Case Study Research: Design and Methods (5th ed.). Thousand Oaks: SAGE Publication.

    二、 中文部分
    1. 余朝權 (2005)。 現代行銷學 (初版)。台北市 :五南。
    2. 劉水深, 王又鵬, 陳振燧, 趙琪& 陳松柏 (2019)。 事業組織市場行銷:B2B行銷 。新北市 :空中大學。
    3. 劉水深, 翁景民, 王又鵬, 趙琪& 陳松柏 (2002)。 工業市場行銷 。新北市 :空中大學。
    4. 吳思華 (2000)。 策略九說:策略思考的本質 (第三版)。台北 :臉譜出版。
    5. 吳思華. (2009). 台灣地區第二次產業創新活動調查研究. Retrieved from 中央研究院人文社會科學研究中心調查研究專題中心學術調查研究資料庫 https://srda.sinica.edu.tw
    6. 施佳玫 (2004)。行銷知識能耐、產品創新、行銷創新與市場績效關係之研究。未出版之 博士 論文, 國立成功大學, 台南市。
    7. 施振榮 (2004)。 宏碁的世紀變革:淡出製造、成就品牌 。台北 :天下文化。
    8. 洪文常 (2012)。服務業創新策略之決定性因素分析。未出版之碩士論文, 國立宜蘭大學, 宜蘭縣。
    9. 潘進來 (2016)。藥廠行銷創新之研究。未出版之碩士論文, 世新大學, 臺北市。
    10. 王誠安 (2011)。B2B要素品牌建立成功之關鍵因素與個案公司之差異。未出版之碩論文, 元智大學, 桃園縣。
    11. 石惠君 (2011)。史上最完美高科技要素品牌行銷-「內建英特爾」(Intel Inside)個案分析。未出版之碩士論文, 國立中央大學, 桃園縣。
    12. 翁興利 (2004)。 政策規劃與行銷 。臺北市 :華泰。
    13. 莊易築 (1997)。工業行銷部門整合之研究。未出版之碩士論文, 大葉工學院, 彰化縣。
    14. 董尚儒 (2010)。跨功能合作、市場導向與行銷創新之關係研究—保健食品產業實例。未出版之碩士論文, 東吳大學, 台北市。
    15. 行政院主計總處 (2019a)。 2014-2018年國內各業生產及平減指數-年 依 期間, 行業, 指標 與 種類。上網日期: 2019/07/08,檢自: http://statdb.dgbas.gov.tw/pxweb/Dialog/Saveshow.asp
    16. 行政院主計總處. (2019b). 國民所得統計摘要. 台北市.
    17. 謝佳潔 (2011)。分析創新阻礙之因素-以台灣製造業為例。未出版之 碩士 論文, 國立虎尾科技大學, 雲林縣。
    18. 邱志勝 (2014)。 策略行銷分析:架構與實務應用 (第四版)。台北市 :智勝文化。
    19. 陳海鳴, 陳世晉, 李培銘& 徐蓮蔭 (2011)。 創意與創新管理 。台北縣蘆洲市 :國立空中大學。
    20. 黃炳龍 (2017)。台灣B2B驗證服務產業服務品質、品牌信任、關係行銷對顧客滿意度與忠誠度影響之研究。未出版之博士論文, 輔仁大學, 新北市。

    三、 網路資料
    1. 中央社 (2014)。 企業揮別低成本 迎向價值提升。中央社,上網日期: 2019/07/10,檢自: https://www.chinatimes.com/realtimenews/20140629002305-260410?chdtv
    2. 陳曼儂 (2014)。 藍天老總:台研發強仍有競爭力。旺報,上網日期: 2019/07/10,檢自: https://www.chinatimes.com/newspapers/20141125000901-260301?chdtv
    3. X公司2018年報
    Description: 碩士
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0106364117
    Data Type: thesis
    DOI: 10.6814/NCCU201901173
    Appears in Collections:[科技管理與智慧財產研究所] 學位論文

    Files in This Item:

    File SizeFormat
    411701.pdf1473KbAdobe PDF8View/Open

    All items in 政大典藏 are protected by copyright, with all rights reserved.

    社群 sharing

    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback