【作者】 杨琪；

【导师】 成力为；

【作者基本信息】 大连理工大学 ， 工商管理（专业学位）， 2015， 硕士

【摘要】 从贴牌到创建自主品牌,实际上是一个代工企业通过能力升级而掌握价值链,进而享有更大价值链增值分配权的过程,其自主品牌创建的终极目标是实现品牌的国际化。基于全球价值链(GVC)的自主品牌创建路径有多种选择,有代工企业个体渐进攀升路径,有贴牌与自主品牌并存发展路径,还有代工企业品牌横向跨越路径等。对于大多数股权均等的合资企业来说,其自主品牌创建路径的选择既要考虑产品功能升级与合资联盟稳定性的矛盾问题,又要考虑合资各方利益博弈与“市场换技术”的冲突,还要考虑代工品牌与自主品牌渠道博弈冲突等多方面的现实矛盾,问题复杂形势严峻,令企业战略决策者感到困惑。本文尝试以嵌入全球价值链(GVC)的海信日立合资公司为研究对象,对企业贴牌到自主品牌创建困境与对策进行研究。首先,对代工到创建自主品牌的路径的相关理论进行了梳理,对中国不同产业代工到创建自主品牌的路径进行了简单归纳；其次,对海信日立合资公司的行业特征和合资背景、“贴牌”10年渐进演化式发展、现阶段“自主品牌”价值链升级困境进行了全面描述。并分析了海信品牌初创陷入困境的表层原因：人员思想观念不统一,自主研发创新能力不足,国内营销体系混乱,国际市场开拓受阻；进一步到用博弈论的思想深入到全球价值链的链主与合资参与者的战略联盟稳定性分析,并且研究了在合资战略联盟的基础上日立核心技术转移的可实现性和双品牌渠道冲突的解决机制；最后,结合对海信日立自主品牌创建路径的分析和研究,针对三个突出矛盾和一个观念问题,对现有自主品牌建设对策提出进一步的完善建议。更多还原

【Abstract】 From original equipment manufacturer(OEM) to proprietary brand building, in fact, it is a process that contract manufacturers come to hold the value chain by means of capacity promotion and then the bigger value chain and value-added participation rights, The ultimate goal of creating self-owned brand is to achieve brand internationalization. Based on global value chain(GVC) there are several pathways to creat proprietary brand, such as foundries developing, OEM and self-owned brand co-existing, OEM brand transversely spanning and so forth.In order to make a wise choice to build proprietary brand, joint ventures are expected to take some conflicts into consideration. On the one hand, the contradiction between function upgrade and stability of the alliances deserves noting. On the other hand, other conflicts include the gamble between the involved parties, the channel gamble between OEM and self-owned brand, and the conflict of "market for technology", which also need great attention.By using Hisense Hitachi which embedded in GVC as an example and adopting document study, evolutionary game model, summarized-interpret reasoning law and other research methods, this article attempts to study the pathways from OEM to proprietary brand of enterprises and related problems. First of all,this paper starts with a brief outline of several paths from OEM to self-owned brand in different industries by systematically analyzing the theories which are related to the pathway from OEM to proprietary brand. Secondly, the text fully describes the joint-ventured background of Hisense Hitachi,its industry characteristics, at this stage. Futhermore, based on the analysis, immediate causes of Hisense dilemma at start-up stage are as follow:the big difference of ideology of personnel cannot be neglected;the capacity of independence innovation was inadequate; domestic marketing system was disordered; it was hard to explore the international market at that time. The article will then explore the realizability of Hitachi technology transformation based on the strategic alliance and the settlement mechanism to resolve the dual-brand channel conflict. At last, combined with analysis and research on the pathway of Hisense Hitachi to build self-owned brand, proposals direct at self-woned brand building for further improvement are presented.更多还原