全球汽車產業轉型與AI智能技術普及，使售後零件市場面臨新挑戰，副廠碰撞件製造商尤以價格競爭見長，但品牌形象模糊且品質認同不足。本研究旨在探討副廠企業如何透過供應鏈資源整合、產品凾能創新及法規認證制度等成分行銷策略，從價格戰轉型為價值導向競爭，提升品牌識別與市場競爭力。
文獻回顧顯示現更研究多集中於原廠品牌，鮮少探討副廠品牌策略建構。因此，本研究填補此學術缺口，透過成分行銷理論，分析副廠品牌如何提升市場定位與品牌價值。
本研究採質性探索研究法，以多重個案研究搭配深度訪談、參與式觀察及文獻資料收集，透過個案內分析與跨個案比較，深入探討聯盟合作、價值工程及法規認證等策略之實務應用。利用SWOT分析、競爭策略矩陣及價值導向三角模型，建立副廠碰撞件產業之策略運作框架。
研究發現，聯盟合作更效整合資源並提高市場反應速度；價值工程能透過設計與製程創新，顯著提升市場差異化；法規與保險認證則提高消費者對產品品質的信賴度。策略間存在操作難易度與價值深度之交互影響，企業應根據自身資源與市場定位動態整合。
研究限制包括個案規模有限、資料匿名化及市場快速變動。未來建議擴大個案研究範圍、加入量化分析，並持續追蹤產業技術變革與市場趨勢。本研究成果不僅填補理論缺口，也為汽配售後產業提供實務策略指引，提升市場競爭力。

The transformation of the global automotive industry, along with the widespread adoption of AI-driven technologies, presents new challenges to the aftermarket parts industry. Manufacturers of non-OEM collision parts are particularly known for their competitive pricing; however, they often struggle with weak brand recognition and insufficient quality perception.
This study aims to explore how non-OEM manufacturers can shift from price-based competition to value-driven strategies through supply chain resource integration, product functionality innovation, and regulatory certification systems, thereby enhancing brand identity and market competitiveness. A review of the literature reveals that existing research predominantly focuses on OEM brands, with limited discussion on the strategic development of non-OEM brands. Therefore, this study addresses this academic gap by employing ingredient marketing theory to analyze how non-OEM brands can enhance their market positioning and brand value.
This study adopts a qualitative exploratory research approach, utilizing a multiple-case study design combined with in-depth interviews, participatory observation, and literature review. Through within-case analysis and cross-case comparison, the study comprehensively explores the practical application of strategic approaches such as alliance collaboration, value engineering, and regulatory certification. By employing SWOT analysis, the competitive strategy matrix, and the value-driven triangle model, the study constructs a strategic operational framework for the non-OEM collision parts industry.
The findings indicate that alliance collaboration effectively integrates resources and boosts market responsiveness, while value engineering significantly enhances market differentiation through design and process innovation. Moreover, regulatory and insurance certifications improve consumer confidence in product quality. The interaction between strategic complexity and value depth suggests that companies should dynamically integrate their strategies based on available resources and market positioning.
The study’s limitations include the restricted scale of case studies, data anonymization, and the rapid evolution of market conditions. Future research is recommended to expand the case study scope, incorporate quantitative analysis, and continuously track technological advancements and market trends in the industry. The findings not only fill theoretical gaps but also offer practical strategic guidance for the aftermarket parts industry, ultimately enhancing market competitiveness.