以核心能耐打造以人為本的服務品牌－百略醫學科技

Core Competence to Build the People-Oriented Service Brand: Microlife Corporation

10.6382/JIM.200804.0020

薛榮棠(Jung-Tang Hsueh)；薛昭義(Chao-Yi Hsueh)

百略 ； 核心能耐 ； 資源基礎 ； 品牌 ； Microlife ； core competence ； resource-based ； brand

資訊管理學報

15卷2_S期（2008 / 04 / 01）

149 - 165

繁體中文

原本只是一家生產「女性基礎體溫計」默默無聞的台灣公司，如何在不到二十年內，接連拿下「家用電子體溫計」與「家用電子血壓計」兩項重要醫療器材產品的世界龍頭寶座，所憑藉的是什麼？當代工訂單仍舊源源不絕，在股東與員工多不贊同的情況下，為何經營者仍毅然決然打造自有品牌？在同業還沒將眼光離開台灣或中國大陸市場之際，這家公司二十六年來，早已深耕歐、美、亞三大洲設立十一家分公司，擁有七種不同國籍員工，產品行銷到全球五十多個國家，其全球佈局的思考點是什麼？本文將以百略醫學科技個案為例，深入探討個案公司從創業之初到拿下兩項「世界第一」的桂冠之後，所面對種種問題及解決問題決策背後的思維邏輯。

Started as an anonymous manufacturer of ”female basal body temperature thermometer＂in Taiwan, how this company can win the number one titles on ”family digital thermometer＂and ”family digital manometer＂these two important medical equipment in less than 20 years? What dose it possess to achieve this? When the OEM business kept growing and shareholders and employees gave disapproval, why the management still so determined to create its own brand? While other competitors were still diving into China and Taiwan markets, it has already been expending its 11 branch offices into Europe, America, and Asia markets. With 7 different nationalities employees and products sold in more than 50 countries worldwide, what is this company's global marketing strategy? This study will take microlife as a case to explore in depth the rationale behind all the challenges, resolutions, and decisions after it was laurelled with two Top 1s.

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