台灣經濟結構以製造代工業為主體發展起步，於全球供應鏈扮演著重要角色，惟全球化的波瀾對台灣經濟造成劇烈影響，企業紛紛尋求轉型出路，持續投入技術研發或帶入品牌行銷概念，導出OEM、ODM與OBM幾種不同的經營模式。有鑑於此，本文鎖定正在發展中的自主品牌(OBM)，取樣「品家家品」、「urban prefer」與「祥業工業」三者進行個案研究與訪談，期望探討台灣的製造業轉型自主品牌者之發展現況。以商業模式畫布(Business model canvas)為架構來分析複雜的企業運作活動，期望瞭解當企業已擁有優勢製造資源與營運經驗，對新品牌的經營將有何助益，描繪出其商業模式運作情形。
研究結果指出，商業模式畫布正中央的價值主張，品家家品強調「跨越東西文化之品牌意象」；urban prefer希望表達「簡約都會生活品味」；祥業工業主張「將台灣本土製造力融入居家」，迥異其趣但皆跳脫以往製造代工思維，希望帶給消費者價格以外的新價值。畫布左半為較肯定區塊，「關鍵資源」與「關鍵伙伴」除前身企業之製造設備、所經營的供應商，亦有代工客戶轉變為其品牌推廣夥伴的案例，或是尋求外部設計師進行合作；畫布的右半部，「客戶區隔」除原代工客戶外多了一般消費者，之於轉型企業來說是全新面向；「行銷通路」需搭建自有虛擬通路如「設計講」及「urban select」做專屬的品牌形象打造，並慎選調性相符之實體通路進駐；「客戶關係」一開始透過獲獎以及每年度海內外參展維持，除了定期曝光也是獲得訂單的重要管道，近年來漸注重網路社群經營，能更瞭解一般消費者的想法與回饋。
總結，相較於新創品牌，轉型自主品牌因握有資源與經驗，較能在成立初期將企業規模拉起。受訪者除自主品牌外，皆未停止原本的代工業務，如何避免與代工客戶產生衝突成為一重要課題，而新品牌有時能為代工業務帶來正面助益，例如吸引新客戶或發展出新製程等，品牌經營與代工事業的比重取決於企業經營者的策略。

Taiwan’s economic structure mainly starts with OEM industries and plays a significant role in global supply chain. However, the trend of globalization also causes a significant impact which forces the manufacturers to transform, either to invest in design and technology development (ODM) or to develop their brand product and marketing skills (OBM). Thus, in this thesis we interviewed three OBM brands originated from OEM manufacturers - JIA Inc. (品家家品), urban prefer (唷吼設計) and Sitpls (祥業工業) and analyzed their complicated operations and development processes by Business Model Canvas. The purpose is to understand how to build a new brand and how the product development could be benefit from their existing manufacturing resources.
The results showed that for the core “value proposition” of Business Model Canvas, JIA Inc focuses on "across the eastern and western culture"; urban prefer stresses on "concise urban lifestyle," and Sitpls emphasizes on "embedding Taiwan’s local manufacturing power into house living." They all try to break the thinking out of the OEM and to bring new values (rather than price differentiation) to their customers. For the left part of Business Model Canvas, the relationships between blocks are affirmative. The "key resources" and "key partners" include not only the former manufacturing facilities and the suppliers but also the former customers who become their promoting partners. Furthermore, outsourced designers are also important partners because they can bring diverse ideas to the topic of cross-culture. For the right half of Business Model Canvas, the "customer segments" is a whole new challenge because the needs of the general consumer are much different from OEM customers. Virtual “channels” needs to be built up for presenting a clear brand image (such as the JIA plus (設計講) and urban select), and physical “channels” should be carefully chosen to fulfill the corresponding brand image and quality. “Customer relationships” are kept by annual exhibitions on domestic and foreign markets. At the beginning of brand launch, awards winning and regular exposures connect the customer relationship and purchase order. Later in these years, online community marketing becomes important for the reason that could closely observe the thoughts and feedbacks from consumers.
In conclusion, compared to new brand start-ups, OBM business grow faster at the beginning due to their former experiences and existing resources. However, despite the growth of the new brand, three interviewees don't stop their OEM business. How to avoid the conflict between developing an own brand and keeping the manufacturing business with their OEM customers would be another important issue. We found that the new brands could sometimes bring positive benefits, such as attracting new clients or developing the new manufacturing process. The proportion between OEM and OBM mostly depends on the entrepreneur's business strategy.

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