創業精神、網絡資源與行銷觀念的共同演化－以自行車個案公司為例

Co-evolution of Entrepreneurship, Network Resources and Marketing Concept-Case Study of a Bicycle Company

10.29931/MR.200803.0006

謝美珍(Mei-Chen Hsieh)；林婷鈴(Ting-Ling Lin)；劉恆逸(Heng-Yih Liu)

創業精神 ； 經營模式 ； 網絡資源 ； 行銷觀念 ； 個案研究 ； Entrepreneurship ； Business Model ； Network Resources ； Marketing Concept ； Case Study

行銷評論

5卷1期（2008 / 03 / 01）

105 - 139

繁體中文

產業演進過程中，創業家面對產業週期的轉變與經營環境的挑戰，如何辨識創業機會的改變，進而透過網絡資源的重新建構，並調整企業之行銷觀念，使企業能成功地由生產導向轉成市場導向的策略轉型，是影響中小企業績效的主因。本研究整合創業精神、合作網絡資源與行銷觀念的相關文獻，探討資源與能力受限的中小企業，如何在創業家創業精神改變中，結合與調整外部網絡資源，使中小企業逐漸累積能力以發展成為市場導向的企業。 本研究採用單一個案研究方法，深入探討個案公司企業家創業精神、網絡資源與行銷觀念的共同演化過程，研究結果發現，個案公司在面對多數同業為尋求較低成本的生產條件而外移時，反而改變其創業者思維、積極適應產業演化的趨勢、堅持留在台灣，並透過調整外部合作網絡關係結構之成員，以建構並學習互補性能力，且進一步藉由新的網絡關係，成功地由OEM量產的生產導向行銷觀念，轉型為顧客導向的ODM經營模式。現今，個案公司更藉由海外合作網路直接反應當地市場的需求，逐漸轉為以市場導向行銷觀念的OBM經營模式。最後本研究並提出理論、實務意涵，以及未來研究建議。

In the process of industrial evolution, entrepreneurs face the transition of the industry lifecycle as well as the challenge from the operating environment. The crucial attribute to affecting the performance of Small and Medium sized Enterprises (SMEs) is being able to identify the change of the entrepreneurial opportunities to successfully facilitate the strategy transition from the production orientation to market orientation by further restructuring network resources and adjusting marketing concept. This research integrates three related literature of entrepreneurship, networking, and marketing concepts to study how the SMEs, with limited resources and capabilities, combine and adjust external network resources to gradually accumulate capabilities and develop the market-oriented business model in the entrepreneurial process. Employing a single case study method, this research deeply investigates the co-evolution process of the entrepreneurship, network resources, and marketing concept in the case company. The results show that the case company insists to stay in Taiwan and adapts to the trend of the industry evolution while many competitors choose to move abroad for low cost production. By adjusting its network structure to establish and learn the complementary capabilities through cooperative relationships, the case company has successfully transformed from an OEM mode of mass production oriented business model to an ODM mode of more varieties and customer-oriented business model. Furthermore, local market demand information is received through the cooperation with the foreign network, the case company builds up a solid capability foundation upon which it transforms from customer-oriented to an OBM mode market-oriented business. In what follows, this study presents theoretical insights, managerial implications and suggestions for future studies.

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