題名: 以品牌權益觀點探討 B2B 品牌經營之關鍵成功要素 作者: 林亭汝;謝光偉;游雅雯
貢獻者: 亞洲大學經營管理學系
關鍵詞: 品牌權 ? ;層級分析法;B2B 品牌經營 ;IT 產業 ;Brand Equity;AHP;B2B Brand Management;IT Industry
日期: 2007
上傳時間: 2010-06-10T03:53:57Z 出版者: Asia University
摘要: 自 80?代起，台灣 IT 產業快速崛起，在全球化過程中深具影響?。然而台灣 IT 產業
中，多屬B2B（企業對企業）經營模式，長久以?大多以製造代工為主，較缺乏品
牌發展經驗。近??，有鑑於代工模式的低毛??以及競爭逐日激?的製造成本壓?，發 展品牌、提升產業附加價值遂成為各界廣泛討?的重要議題。本研究主要透過文獻探討 以及產、官、學界專家訪談，整?出台灣 IT 產業 B2B 品牌經營成功之主要考慮層面與 評估準則，且藉由分析層級程序法發放問卷並以從事於品牌價值高的IT 產業廠商之 高階經?人為問卷對象，以實證排?出 IT 產業品牌經營之關鍵成功因素權重比，最後 再以此分析結果為基準，進?實務個案應用與提供策?建議。本研究以品牌忠誠?、品 牌知名?、知覺品質、品牌?想等四大品牌權?要素為基礎，分層共擬定 25 項評估準 則。研究結果發現品牌權?要素中以「知覺品質」最受重視，其次為「品牌忠誠?」，其 三為「品牌知名?」，第四名為「品牌?想」。考慮層面部份以「全面品質管?」、「核心技 術能?」、「關係?銷」為重。評估準則以「?低品質風險」、「?合研發策?」、「客訴處?」、
「外部顧客關係管?」等為排序較前之?可或缺重要關鍵因素。實務個案應用部份則以 目前台灣IT 產業發展 B2B 品牌公司為?，以本研究 AHP 分析結果為基準，進?現況 分析與提供策?建議。
Since 1980, the IT industry in Taiwan has been rapidly growing. This gives Taiwan an influential position in the era of globalization. However, most of the business models used by the IT industry in Taiwan are B2B (Business-to-Business) ones focusing on manufacturing instead of brand management. Recently, due to low gross profits and extremely
competitive manufacturing costs, branding has been widely discussed as a way to enhance the added value of the industry. After reviewing the literature and interviewing experts in the industry, government, and academic institutions, we list the key factors for successfully using B2B brand management in the IT industry in Taiwan, using the Analytic Hierarchy Process （AHP） method to prioritize the factors. The research was based on four dimensions of brand equity-brand loyalty, brand awareness, perceived quality, and brand association-to rank a total of 25 assessment features in the hierarchy of an AHP survey. The targets of
the questionnaires were marketing, sales, and top management
personnel of three successful B2B brand companies in the IT industry in Taiwan. The results show perceived quality is the most important factor, and brand loyalty is second. Brand awareness and brand association rank third and forth. Total quality management, core competency, and relationship marketing are the top three factors in the third hierarchy.
The four significant criteria at the bottom of the hierarchy are quality risk reduction, R&D collaboration, claim disposition, and external
relationship management. The results were implemented as a standard principle to apply to a case study for drawing suggestions concerning a company's branding strategy.
