台灣助聽器品牌小蝦米對抗大鯨魚的賽局

Abstract

台灣醫材廠商過去都秉持「歐美研發、台灣代工」的國際分工模式，自創品牌難度甚高，尤其助聽器產業更長期被歐、美、日品牌所壟斷，前六大品牌全球市佔率高達95%，小廠幾乎沒有生存空間。本研究透過相關資料與文獻蒐集整理出基本架構，以台灣助聽器品牌廠商元健大和為個案，說明其如何在高度寡佔的產業結構下突圍，採用創新的商業模式，演出一場漂亮的小蝦米對抗大鯨魚的賽局，獲取市場商機。

Taiwanese manufacturers of medical devices have conventionally adopted the international division of labor model of researching and developing in Western countries but manufacturing in Taiwan. Creating a brand is particularly difficult, especially in the hearing aid industry, which has long been dominated by European, U.S., and Japanese brands; the top six brands account for a global market share of 95%, leaving little room for small manufacturers. This study collected relevant data and literature to outline a basic framework. Additionally, by using the Taiwanese hearing aid brand manufacturer, Digibionic, this study performed a case study to demonstrate how the manufacturer broke through the highly concentrated industry by adopting an innovative business model and staged an outstanding “David vs. Goliath” game to seize market opportunities.