能耐定位與能耐行銷－－太平洋自行車股份有限公司

Competence Positioning and Competence Marketing: Pacific Cycles Inc.

太平洋成立於1980年，從大量生產經營模式起家，逐漸轉型為少量多樣化，與各國設計師合作研發與生產各式特殊自行車與摺疊車。個案描述太平洋面對越來越多的國際合作案例，如何建構以技術能耐為定位的行銷方式，並經由篩選合適的合作夥伴，進而再度強化本身的技術能力。教學目的有二，首先，個案公司如何讓潛在客戶知曉其技術能耐，並對潛在客戶溝通其技術價值？此主題有助於學員瞭解能耐定位及能耐行銷的方式。其次，當廠商處於產能受限及必須持續精鍊技術能力的情境時，如何選擇潛在顧客與放棄現有客戶，並讓客戶願意與之合作？此主題可培養學員思考，長期夥伴選擇對廠商技術能耐定位與強化的重要性，且吸納能力決定夥伴間學習對廠商能力之挹注。

Pacific Cycles Inc. was established in 1980. It started by following the mass-production business model, but then gradually transformed into a low production of many types of specialty bike and folding bike. This case represents a company facing a growing number of international research and development cooperation projects, and demonstrates how to construct marketing methods based on technological competence positioning, and how, through proper selection of cooperative partners, to strengthen its technological capacity again. This case is reported for the two following teaching objectives: (1) How to make potential customers aware of their technological competence and how to communicate their technical value. This topic can help students understand the approach of competence positioning and marketing. (2) Bounded by production capacity limitations and technological competence refinement, how to select potential customers, abandon existing customers, and encourage potential customers to cooperate. This topic can encourage students to think about the importance of long-term partner selection in technological competence positioning and enhancement. Inter-partner learning can upgrade firm's capabilities depends on their absorptive capacity.