綜觀諸多產業發現，品牌重新再造是許多廠商經常使用的行銷策略之一，尤其是消費市場比較常出現品牌重新再造的現象。藥品是人生生活中不可缺的東西。在複雜的消費市場中，尤其是藥品市場，品牌管理策略的重要性日益增加，因為品牌可讓某一企業產品和競爭者的產品有所區別。此外，強勢的領導品牌可讓企業能長期地維持其競爭優勢。然而，因製藥業的特殊條件與狀況，諸如 法律規定、企業倫理、成本結構等因素，使得藥品市場在品牌管理方面較為困難，足以本研究選擇製藥廠商為品牌再造的主要研究對象。以個案分析與標竿對照(Benchmarking)的研究方式，選出其他製藥業和食品廠商做為比較的研究個案。 為了能夠瞭解企業所採用的品牌再造策略，有必要先瞭解品牌在不同生命週期階段，如何管裡品牌識別、品牌定位以及品牌形象，進而研究出品牌老化的來源，以及當這些廠商遇到品牌老化的問題時，廠商透過何種方式進行品牌再造策略，並最後歸納出其關鍵成敗因素。 本研究結果顯示，廠商在決定將品牌重新再造時，主要是因為其原有之品牌定位、品牌識別出現認同/執行表達不佳，例如: 品牌定位過窄/過分的定位、品牌識別/定位已經過時、缺乏當代性等問題，導致品牌所欲表達的品牌識別和消費者對品牌的聯想(品牌形象)之間有差距，導致品牌產生老化的現象，而使得品牌所吸引的市場規模有限。 整體而言，品牌在不同生命週期階段，會受到不同環境(企業內部和企業外部) 因素的影響，因此品牌管理策略也應隨之調整，以消費者的需求(功能性、象徵性、體驗性) 為核心。然而，必須特別注意的是，每一個品牌都會面臨不同問題 ，受到不同的影響，因此同樣的策略作法未必會適用於其他品牌。懂得利用策略性品牌分析，在不同品牌生命週期，找出最適合本身企業的品牌再造策略，乃是品牌再造策略的最主要成功關鍵。

老品牌往往能夠創造夢想來滿足消費者的夢想，且能長時間保持一致性，獲得消費者的信賴，如此老品牌方能長青。 品牌經營者不能完全仰仗老品牌的知名度而不做任何革新，否則當銷售量下跌、成長率衰退的時候，老品牌的原有支持者逐漸年老，新的客群又未能接續支持老品牌，此時光環退色，當年風光不再，徒留懷舊與感慨的傷情。 為避免危機臨頭，能長期創造佳績，永保金字招牌閃亮，品牌經營者應不時在目標顧客中注入新生命，創造令人印象深刻的復甦，重新恢復品牌地位。 「國語日報」從1948年創刊，六十年來的執著，推行國語文教育不懈，在語文教育與兒童文學領域，均創建輝煌佳績，六十年來堅持以教育理念辦報及關心社會公益，在讀者心目中建立多面向的良好品牌印象。 本研究從品牌再造觀點出發，供給面透過「國語日報」內部高層深入訪談來研究，需求面透過針對國語日報的讀者──學童、家長及教師，舉辦焦點團體討論，整理出由消費者需求角度切入的觀點，重新定義「國語日報」的品牌定位，加以品牌創新，讓國語日報經由品牌再造在未來可以繼續發光發熱六十年。 / Old brands are often able to create dreams that satisfy what consumers yearn for, and remain consistent over a long period of time, winning consumers’ trust and loyalty. Brand operators should not fully rely on established name recognition without making any change. Otherwise, when sales drop and growth decline, and original supporters of an old brand gradually age and new customers do not fill the gap left behind, the brand would lose its luster, leaving only reminiscence and much regret. To prevent an impending crisis, and deliver brilliant performance in the long term and maintain an unshakable status forever, brand operators should constantly inject new life into target customers, creating a revival that leaves a deep impression and restoring brand status. Since its establishment in 1948, the Mandarin Daily News has for 60 years commit itself to the promotion of Mandarin education, showing splendid performance in language education and children’s literature. For 60 years, the newspaper has built its business on the concept of education and has contributed greatly to social welfare, establishing an excellent, multi-faceted brand image amongst readers. By compiling opinions from the perspective of consumers’ requirements through in-depth interview with the Mandarin Daily News’ top level management and the newspaper’s readers, including students, parents and teachers, the Study, taking the approach of brand reengineering, seeks to redefine the brand positioning of the Mandarin Daily News and achieve brand innovation that would allow the newspaper to continue shining in the next 60 years.

自1955年Ray Kroc創立麥當勞以來，以經營家庭市場為麥當勞的基礎，並且藉由與家庭顧客的互動培養長期牢固的忠誠度，台灣麥當勞自1984年成立以來，深耕台灣家庭市場，創下許多餐飲業的首創，不但打下市佔率，也打下消費者心佔率，成為父母及小孩的第一選擇。 由於麥當勞全球迅速擴張導致單店營業獲利下降，因此麥當勞重新思考品牌重整，將品牌溝通重心轉向年輕族群，全球品牌再造計畫”我就喜歡”於2003年底全球同步展開，顧客群重心的調整加上大環境反速食的浪潮，考驗對家庭市場的經營方式及應變能力。 本研究以實務個案分析，採用質化研究，針對台灣麥當勞高階主管經營家庭市場經驗訪談，輔以理論之架構，予以逐項分析比較及歸納。家庭市場的交換價值影響母品牌的資產，母品牌的經營策略改變也影響家庭市場長久建立的資產，其研究目的有二：第一、期了解麥當勞運用家庭市場行銷方案（Family Program)，建立家庭市場地位並且將資產累積回饋母品牌。第二、研究麥當勞品牌策略轉向影響到經營多年的家庭市場，麥當勞該採取的因應策略。 麥當勞在強化家庭市場行銷活動4C的同時，也增加了母品牌強化4C的機會，轉嫁成為母品牌的資產；當策略焦點轉移，資源重新配置，品牌的4C將不完全是由家庭市場行銷活動4C來建立或維繫，也影響到家庭市場行銷活動傳遞產品及服務本身的4C，因此回頭檢視家庭市場行銷活動的4C時，發現家庭市場行銷活動4C出現一些缺口，而這些缺口，反而又回頭影響了母品牌的4C。 因此，在思考品牌的4C時必須採取根本解，而非症狀解，此外，當核心能力作焦點轉移時，需要重新思考或調整原有核心能力的續航力及基盤事業，最後，如何運用競爭優勢與社會利益共享，創造社會影響力，發揮最大共存效益。 / Since Ray Kroc built up McDonald’s in 1955, Family has been the core foundation of McDonald’s business. McDonald’s has established true loyalty with family customers by engaging and interacting with them at every touch point. McDonald’s Taiwan was established in 1984. Since then, it has been cultivating the family market to become the first choice of parents and kids. It occupies not only the top position of market share but also mindshare. Because of the rapid expansion of McDonald’s business worldwide, McDonald’s is confronting the first ever decrease of unit store profit. In reaction to this downturn, McDonald’s decided to slow expansion speed and take a step back to re-think and re-position its’ brand. McDonald’s launched the “i’m lovin’ it” brand campaign globally. Their brand communication focus shifted to Young Adults. Because of this shift and the growing anti-fast food trend, McDonald’s family marketing has faced its biggest challenge ever. This case study adopted qualitative research, interviewed top management in McDonald’s Taiwan and supported by theoretical structure to analyze this case. The exchanging value of family market influenced the equity of mother brand. Changing the position of the mother brand has also affected the value delivery of family market. The main objectives of this thesis are firstly to understand how McDonald’s has utilized family marketing to build equity of family market and be beneficial to the mother brand. Secondly, how the change of mother brand positioning affected the equity of family marketing building. Finally, what strategies McDonald’s should use to tackle these critical issues. While McDonald’s enhanced the 4C value of family marketing, it also added the 4C value of mother brand. 4C value of family market would transfer and become the equity of mother brand. However, when the brand focus changed, corporate had to re-allocate resources. At this point, the 4C value of mother brand was not totally constituted by 4C value of family market. That is to say, family marketing shared less resources and delivered less 4C value to family market. The incomplete 4C value of family marketing will go back to affect the 4C value of mother brand in the end. To manage a brand, marketers should resolve the root causes instead of just alleviating the symptoms. To deal with root causes, can corporate leave the side effects away. Besides, when corporate shifts the core competence to another area, they should re-consider resource allocation and migrate the core competence to better fit the new challenges. It is to secure the foundation of the business and sustainability of the corporation. Last but not the least, to incorporate social possibilities in corporate strategies will create the competitive advantage and have a positive impact on our society. Holding a shared vision with the society, working as a team with other partners, and elaborating the best synergy of human kind - that is how corporate social responsibilities will work in the future.