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| Title: | 消費者行為變遷下傳統家用品企業之策略再定位與數位轉型分析：以J公司為例
Strategic Repositioning and Digital Transformation of a Traditional Home Goods Company Amid Shifting Consumer Behavior: A Case Study of J Company |
| Authors: | 蔡念心
Tsai, Nian Xin |
| Contributors: | 黃國峯
陳怡安
Huang, Kuo-Feng
Chen, Yi-An
蔡念心
Tsai, Nian Xin |
| Keywords: | 消費者行為變遷
家用紡織品
策略再定位
Porter五力分析
SWOT分析
B2B企業轉型
Consumer Behavior Shift
Home Textiles
Strategic Repositioning
Porter’s Five Forces
SWOT Analysis
B2B Transformation |
| Date: | 2025 |
| Issue Date: | 2025-07-01 14:22:45 (UTC+8) |
| Abstract: | 在全球零售通路品牌化加劇、消費者決策碎片化及數位生態快速擴張的三重衝擊下，長期倚賴 OEM（原始設備製造）/ ODM（原始設計製造）模式的 B2B 家用紡織企業，正陷入「價格天花板、創新斷層、數位失能」的結構性困境。J 公司自 1981 年起以餐桌紡織品（桌巾、餐墊等）出口為主要業務，憑藉高效製造與設計整合能力穩定服務國際大型零售商。然而，通路自有品牌崛起與新世代重視價值共鳴、參與體驗的趨勢，使其面臨品牌邊緣化、利潤壓縮與市場感知缺位等挑戰。
本研究採質性個案研究法，結合 Porter 五力與 SWOT 分析，從「外部競爭結構—內部資源配置」雙軸系統診斷，揭示 J 公司於品牌主體性、敏捷創新與數位互動三層面的失衡根因；並回溯「品牌認知—設計參與—數位互動」的消費行為變遷，釐清 OEM/ ODM 商業邏輯與 OBM（自有品牌經營）市場規範的不匹配。
研究據此提出三項互鎖策略：① 重塑品牌價值敘事，強化終端識別與議價力；② 建立數據驅動的敏捷研發與快速原型流程，縮短產品上市週期；③ 佈建多平台數位互動生態，沉澱第一方數據並深化顧客參與。策略依短期（0–12 月）、中期（12–24 月）、長期（24–48 月）節奏配置資源與 KPI，形成「內部能動 → 價值敘事 → 外部場景」的閉環框架。研究結論指出：唯有同步推進品牌敘事重構、創新節奏加速與數位互動強化，傳統 OEM／ODM 企業方能突破代工紅海，邁向具永續競爭力的 OBM 軌道。
Confronted by the triple impact of intensified retail channel brand dominance, fragmented consumer decision-making, and the rapid expansion of the digital ecosystem, B2B home textile enterprises that rely heavily on OEM (Original Equipment Manufacturing) and ODM (Original Design Manufacturing) models are facing structural challenges such as price ceilings, innovation bottlenecks, and digital incapacity. Founded in 1981, J Company has long specialized in exporting table linens and placemats. With its strong manufacturing efficiency and integrated design capabilities, it has steadily served major international retailers. However, the rise of private-label brands and new-generation consumers who emphasize value resonance and participatory experience have marginalized its brand role, compressed its profit margins, and eroded its market presence.
This study adopts a qualitative case study methodology and utilizes both Porter’s Five Forces and SWOT analysis to conduct a dual-axis diagnosis of “external competitive structure” and “internal resource configuration.” The analysis identifies core imbalances in brand autonomy, agile innovation, and digital interaction within J Company. Furthermore, by tracing the evolution of consumer behavior across brand perception, design participation, and digital engagement, the study highlights the misalignment between the OEM/ODM business logic and the operational demands of the OBM (Own Brand Manufacturing) model.
Based on these findings, the research proposes three interlocking strategies: (1) reconstructing brand value narratives to enhance end-user recognition and bargaining power; (2) establishing data-driven agile R&D and rapid prototyping workflows to shorten time-to-market; and (3) building a multi-platform digital engagement ecosystem to accumulate first-party data and deepen customer participation. These strategies are mapped onto short-term (0–12 months), mid-term (12–24 months), and long-term (24–48 months) implementation phases with corresponding KPIs, forming a closed-loop transformation framework of “internal activation → value narrative → external engagement.”
The study concludes that only by concurrently advancing brand redefinition, accelerating innovation cadence, and strengthening digital engagement can traditional OEM/ODM enterprises break through the commoditized red ocean and transition toward a sustainable, competitive OBM trajectory. |
| Reference: | 1.Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.
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3.Aaker, D. A. (2012). Building strong brands.
4.Verhoef, Lemon, Darasuraman… (2009) Customer experience creation: Determinants, dynamics, and management strategies.
5.Verhoef, Lemon (2013) Successful customer value management: Key lessons and emerging trends.
6.Vieira, de Almeida, Agnihotri…(2019) In pursuit of an effective B2B digital marketing strategy in an emerging market.
7.Pandey, Nayal, Rathore (2020) Digital marketing for B2B organizations: Structured literature review and future research directions.
8.Stark, J. (2023). Product Lifecycle Management: Driving the Next Generation of Lean Thinking. Springer.
9.Grieves, M. (2019). Product Lifecycle Management: 21st Century Paradigm for Product Realization (3rd ed.). Springer. |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
112932016 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0112932016 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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