第五章 結論與討論
第二節 建議
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第二節 建議
經過本研究對於達芙妮成長過程的分析與探討，本研究在此提出幾項 轉型過程中的建議，以作為日後企業策略之參考。
一、對其他企業從代工走向自創品牌之建議
(1) 在代工生產階段透過與品牌廠的交易，學習與累積設計能力、市場知 識與行銷經驗，一方面藉由取代品牌廠的價值活動，將原本的單方依 賴轉為雙方互賴，避免訂單流失；另一方面則可以蒐集與累積新的知 識作為日後自創品牌階段的準備。
(2) 積極培養品牌行銷能力。許多自創品牌的廠商常因為行銷經營的管理 知識不足，造成品牌發展的限制，因此有意自創品牌的經營者，除了 應具備長期投資的準備，也應讓內部關鍵人員全心全意投入，進行系 統性的規劃，如此才能真正建立起品牌行銷的能力，並將該能力累積 於組織中。
(3) 品牌創立初期，可以藉由商品結構的彈性調整，透過代理品牌的方式 持續累積與學習品牌經營的能力，例如達芙妮與愛迪達合作，代理愛 迪達的產品進行銷售，藉此學習其品牌營運與通路管理的知識。
(4) 品牌定位清楚，依據客群特性確立品牌特性，配合明確的價格區別，
建立品牌定位，且不得隨意更改。例如：達芙妮的品牌定位分成三個 等級，包含以中低價位為主的鞋櫃(SHOEBOX)、主打大眾時尚的達芙 妮品牌、以及以高收入，體現自我為主的 AEE、ALDO、AREZZO、SOFFI、
JESSICA SIMPSON。
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(5) 進行適度的購併，避免過度依賴，並增加市場佔有率。例如：達芙妮 於 1998 年收購尚鋒實業，進行垂直整合，以確保原料來源，避免過 度依賴原料廠。另外於 2010 年收購 Full Pearl，則是希望可以透過水 平收購的方式擴大市場佔有率，以確保營收來源。然而在進行購併決 策的同時，為了避免收購失敗收場，除了必須進行事前的完整調查之 外，也應該派專員參與該購併事業的內部營運，以確保日後發生營運 問題時，得以立即瞭解狀況提供解決之道。
二、對個案公司之建議
(1) 面對市場的競爭對手，採用降價銷售以控制庫存時，公司採購需要有
“總量管制”的概念，避免在產品熱銷時，因為追加訂單的生產速度跟 不上，而成為庫存的現象發生。
(2) 在供應鏈管理方面，應該保留部份產線，以制衡對於外包商(contract OEM)的談判力，並保有產品供應的彈性。
(3) 對於銷售前線人員的培訓，需有完善的訓練制度，另外公司也應該要 有利潤共享的概念，培養內部創業的風氣，以避免人才的流失。
(4) 建立企業內部學院(e.g., 達芙妮學院)，將營運的重要知識與經驗保留 於企業內部，另一方面也可作為經驗傳承的管道，以儘早培養中高階 主管。
(5) 公司營運過程中，必須重視和諧與永續經營的概念，別因為一時的業 績需求而忽略公司的價值文化與 CSR。
(6) 將台灣事業體與大陸事業體的經營權分離。
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