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    請使用永久網址來引用或連結此文件: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/30906

    題名: BenQ Mobile在歐洲市場的行銷失敗探討
    其他題名: A case study on BenQ Mobile's failure in Europe
    作者: 黃泓堉;Huang, Hung-yu
    貢獻者: 淡江大學歐洲研究所碩士班
    李月華;Lee, Yueh-hua
    關鍵詞: 明基手機部門;iF設計競賽;漢諾威電子展;BenQ Mobile;iF;Cebit
    日期: 2007
    上傳時間: 2010-01-11 00:03:26 (UTC+8)
    摘要: 高科技產業是一個變化快速的產業,明基電通在面臨變化快速的經營環境下,選擇於2005年10月1號併購德國Siemens手機部門,藉由強力經營手機品牌市場然而卻在一年之間宣佈棄守德國子公司(BenQ Mobile)。這個超過台幣三百億元的損失與商譽的受損,能給明基與後續有心投入品牌的廠商什麼啟示?



    Founded in 1984, BenQ registered intial sales of more than NTD 300 million generated from it''s core business being the produciton of computer components. By 2004, BenQ''s sales income reached NTD 174.7 billion with several mergers. Over this period, in line with BenQ''s growth as a global enterprise servicing more than 30 countries, employee numbers increased to more than 13,000 whilst sales income increased more than 580%. At this point, BenQ''s success served as a model for taiwaness IT companies intent on entering intrernational business.

    The research presented in this paper looks at the strategies used by BenQ in terms of their entry into international markets, purchasing and marketing with particular reference to their presence in the European market. Analysis of case studies, focus interviews, BenQ annual reports and publications, and customer generated forums were used to investigate the failed merger between BenQ and Siemens Mobile Phone Division.

    Internationalization of business comes along with high risks and returns. This study identified several reasons contributing to the failed merger between BenQ and Siemens Mobile Phone Division as follows:

    1. The delay of new product launches, combined with the depreciation of goods/material in stock, meant that BenQ Mobile operating costs remained high.

    2. These factors contributed to the cancellation of orders from key vendors such as Vodafone and T-Mobile. Consequently, BenQ failed to expand their market share and make the best use of channel resources provided by Siemens.

    3. Expenses on Research and Development and sponship for the Real Madrid football club siphoned vital marketing revenue without significant return.

    4. 4P strategy was both incorrect and outdated and failed to meet customers actual needs and desires.

    5. Participation in interntional trade shows and the iF Design comptetion did not benefit BenQ''s sales and revenue.
    顯示於類別:[歐洲研究所] 學位論文


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