本研究採消費者認知的角度，在「母品牌與延伸產品契合度」及「消費者產品知識」的調節作用下，比較「品牌延伸」、「品牌傘」及「新創品牌」等三種品牌策略，對新產品在「消費者信任度」與「市場接受度」的效果，同時探討品牌延伸策略及品牌傘策略對母品牌知覺品質的反饋效果。 本研究經由前測，選擇Nokia及Nike作為母品牌，根據契合度的高、中、低，Nokia的延伸產品依序為PDA、隨身聽、臉部保養品；Nike的延伸產品依序為牛仔褲、防曬乳液、牙膏。並以模擬的18張彩色平面廣告施測於1035位大學生，進行3 (品牌策略：品牌延伸、品牌傘、新創品牌) x 3 (契合度：高、中、低) x 2 (產品知識：高、低) 的實驗。 研究結果顯示：一、對品牌策略主效果而言，品牌傘策略在消費者信任度上優於新創品牌策略，品牌傘策略在市場接受度上優於品牌延伸策略。二、在契合度的調節作用下，若延伸到高契合的產品，採用品牌延伸策略的效果最佳；若延伸到中契合度的產品，則採品牌傘策略的效果最佳；若延伸到低契合度的產品，採新創品牌策略的效果最佳。三、在產品知識的調節作用下，當消費者為高產品知識者，採用品牌傘策略的效果優於品牌延伸策略及新創品牌策略；消費者為低產品知識者，採品牌延伸策略的消費者信任度優於新創品牌策略。四、在母品牌反饋效果方面，若母品牌的延伸產品契合度較低，採品牌延伸策略比品牌傘策略對母品牌知覺品質傷害較大；若延伸到中契合度的產品，採品牌延伸策略會降低母品牌知覺品質，但採品牌傘策略不會降低母品牌知覺品質；若延伸到高契合度的產品，則品牌延伸與品牌傘策略的母品牌知覺品質與原知覺品質無顯著差異。 整體而言，企業推出新產品時，採用品牌傘策略的效果較佳，是一個兼具品牌延伸及新創品牌兩策略優點的品牌策略，但在契合度與產品知識的調節作用之下，品牌傘策略的適用範圍有所限制，在延伸產品與母品牌為高契合度、低契合度時，以及當消費者為低產品知識者時，品牌傘策略並非最佳策略。行銷人員可視不同情境採用不同的品牌策略。 / The purpose of this study is to compare the effects of three kinds of branding strategies: brand extension strategy, umbrella branding strategy, and new brand strategy. Basing on the moderate effect of fitness and consumer’s product knowledge, the influence of these three strategies on the consumer reliability and the consumer acceptability will be evaluated. The feedback of the original brand’s perceived qualities brought by brand extension strategy and umbrella branding strategy are also taken into consideration. Nokia and Nike were selected as original brands. When dividing fitness into high, medium, and low level, PDAs, walkmans, and skincare products were selected as Nokia’s extended products by this order. Jeans, sun blocks, and toothpastes were also chosen as Nike’s extended products. A 3 (branding strategies: brand extension strategy, umbrella branding strategy, new brand strategy) x 3 (fitness: high, medium, low) x 2 (product knowledge: high, low) experimental design collected data from 1035 college students through 18 color printed advertisements. The main effect of brand strategy suggested that the umbrella branding strategy is prior to the new brand strategy in consumer reliability, and it is also prior to the brand extension strategy in consumer acceptability. Under the moderate effect of fitness, it is suggested to apply brand extension strategy while extending brands to the products with high fitness, to adopt the umbrella branding strategy as extending brands to those having medium fitness, and to utilize new brand strategy when the fitness is at low level. When moderate effect of product knowledge is discussed, it is suggested to apply umbrella branding strategy instead of brand extension strategy or new brand strategy whenever consumers’ product knowledge is at high level. Furthermore, if consumers’ product knowledge is low, utilizing brand extension strategy, instead of new brand strategy, will lead to high consumer reliability. As for the feedbacks to perceived quality of the original brands, when extending brands to the products with low fitness, adopting the extending brand strategy tends to damage more to the original brands than adopting the umbrella branding strategy. If extending brands to the products with medium fitness, utilizing the extending brand strategy would decrease the perceived quality of original brands, but applying the umbrella branding strategy would not affect it. When extending brand to the products with high fitness, both the brand extension strategy and the umbrella branding strategy do not have a significant difference. To sum up, adopting the umbrella branding strategy will lead to better results because of its integrating advantages both in the brand extension strategy and the new brand strategy. Under the moderate effect of fitness and product knowledge, the range of implementation for the umbrella branding strategy will be limited. It is not the best branding strategy when extended products are at high or low fitness, and when consumers have poor product knowledge. Consequently, marketers have to apply different brand strategies depending on different scenarios.

受到全球化的影響，人類的生活環境和模式與過往出現了很大的不同，國與國之間無論是文化、經濟、資源的交流方便且頻繁。在商場上，企業要面對的不再只是國內的競爭對手，而是來自全球各地的挑戰。彼此的競爭和合作不再受時空條件限制，規模也不可同日而語。對此，企業要擁有能夠幫助自己建立優勢地位的關鍵性資源，打造出自己的核心競爭能力和差異性，才能脫穎而出，而「品牌」是當前產、官、學界公認有力的武器之一，是企業重要的無形資產。 　　代工製造利潤式微，兩岸目前在整體產業環境和政府政策上，都出現產業轉型、建立自有品牌、打造國際品牌的產業升級意識，但品牌自創難度和成本極高，是一段漫長且有風險的道路。加上亞洲國家在品牌行銷能力上相對較弱，以及國際對亞洲國家的刻板印象等劣勢因素，亦不利兩岸自創之本土品牌的建立與國際推廣。故近幾年，向外併購歐美知名品牌逐漸形成趨勢。 　　本研究試圖觀察以併購作為經營發展策略的兩岸企業，在併購活動中所帶有的品牌佈局策略性思維，探討以品牌資產之取得作為併購動機與標的。並以個案研究方式，選擇「安邦保險收購紐約華爾道夫酒店」與「晶華酒店併購麗晶品牌」進行個案分析，從中瞭解併購後如何整合運用該品牌資產，讓品牌權益得以發揮並提升主併企業之核心競爭力，幫助主併企業立足全球市場、永續經營。最後根據分析結果，給予企業關於品牌併購及品牌經營的相關建議。 　　研究顯示，被併購標的的品牌權益確實會成為主併企業的優勢競爭資源，甚至帶動主併企業本身價值和企業品牌之權益增值。而要收併購綜效，最重要的是必須擁有與經營核心目標相符的品牌策略，並以此帶領整個品牌併購活動的規畫到執行，才能借力使力獲得市場力量。同時，也建議有意發展品牌之企業，除了有品牌專責經營團隊，也要將品牌策略傳遞組織各部門，落實到產品或服務提供的每個環節，以打造成功而強勢的品牌。

本研究從消費者的觀點出發，比較功能型或象徵型的母品牌，進行產品線向下延伸時，以母品牌直接推出或品牌傘兩種策略下，不同奢華態度消費者的購買意願是否有所差異。 本研究經由前測，選擇兩種產品類別進入正式實驗，並為兩產品類別進行品牌傘策略的產品線延伸，各創造一個副品牌，以及向下延伸的價格。數位相機類別中，以SONY為象徵型品牌，以Nikon為功能型品牌，並以Quanta為副品牌名稱，依7999元推出新款數位相機；手錶類別中，以Swatch為象徵型品牌，以Casio為功能型品牌，並以Axis為副品牌名稱，依899元推出新款手錶。本研究總共模擬8張彩色平面廣告，施測於320位政大學生，進行2 (產品線向下延伸策略：以母品推出、品牌傘策略) x 2 (品牌觀念：功能型、象徵型) x 2 (消費者奢華態度：高、低奢華態度群) 的實驗。 研究結果顯示：一、就品牌策略主效果而言，消費者對於以母品牌直接推出低價新產品的購買意願，高於品牌傘策略。二、在品牌觀念的調節作用下，象徵型品牌推出低價新產品時，以母品牌直接推出低價新產品的消費者購買意願，優於品牌傘策略的程度，大於功能型品牌。三、在高價品牌推出低價新產品時，高奢華態度的消費者，在以母品牌直接推出時的購買意願，優於品牌傘策略的幅度，大於低奢華態度的消費者。 當該品牌為功能品牌時，消費者在兩品牌策略下的購買意願間差距較小，此時企業可較為彈性運用此兩種策略推出低價新產品；而當品牌為象徵型品牌時，消費者對以母品牌推出的低價新產品之購買意願，較品牌傘策略下高出許多，因此企業以母品牌推出低價新產品，應能吸引較多的消費者。 該品牌的目標客群主要為低奢華態度群時，目標客群對兩品牌策略的購買意願間差距較小，企業可彈性使用兩種策略；當目標客群主要為高奢華態度群，兩品牌策略下的購買意願差距大，以母品牌推出低價新產品，能吸引較多的消費者。 / The purpose of this study is to compare the effects of two kinds of product downward line stretch’s branding strategies: original branding strategy and umbrella branding strategy. Based on the moderate effect of brand concept and consumer attitude toward luxury, the influence of these two strategies on the consumer purchase intention will be evaluated. Cameras and watches were selected as products for this study. When dividing brand concept into symbolic and functional concept, Sony and Nikon were selected as the camera brands by this order; Swatch and Casio were also chosen as the watch brands. A 2 (product downward line stretch’s branding strategies: original branding strategy and umbrella branding strategy) x 2 (brand concept: functional brand and symbolic brand) x 2 (consumer’s attitude toward luxury: positive and negative) experimental design collected data from 320 Cheng-chi university students through 8 color printed advertisements. The main effect of brand strategy suggested that the original branding strategy is prior to the umbrella branding strategy on consumer purchase intention. Under the moderate effect of brand concept, it is suggested that the gap between the original branding strategy prior to the umbrella branding strategy on the consumer purchase intention is wider for the symbolic brand than for the functional brand. Under the moderate effect of consumer’s attitude toward luxury, it is suggested that the gap between the original branding strategy prior to the umbrella branding strategy on the consumer purchase intention of consumers with positive attitude toward luxury is wider than consumers with negative attitude toward luxury. To sum up, firms must differentiate brand strategies between brand concepts of brand and attitudes toward luxury of consumers, when deciding which branding strategy to extend to low priced products.

本研究以原產品與延伸產品之「認知產品類別相似度」為中介變數，探討「品牌延伸」及「品牌傘」兩種新產品品牌策略對於消費者評價反向延伸之影響。反向延伸意指「當原屬於品類A（以下稱原品類）的廠商1（以下稱原廠商）品牌延伸至另一個品類B（以下稱延伸品類）後，原屬於品類B的廠商2（以下稱反向延伸廠商）亦反向延伸至品類A。」研究中並探討「消費者產品知識」與「原廠商品牌寬度」兩者對於新產品品牌策略的調節效果，進而影響消費者認知品類相似度及反向延伸評價。 本研究採2（新產品成功之品牌策略：品牌延伸策略、品牌傘策略）x2（原廠商品牌寬度：窄品牌Nokia、寬品牌LG）x2（消費者產品知識：產品知識高、產品知識低）之實驗設計，並設計無提供先前延伸成功經驗之控制組。根據前測結果，選定手機為原品牌之原產品、數為相機為延伸產品。推出新產品之原手機廠商之窄品牌為Nokia、寬品牌為LG，而數位相機廠商進行反向延伸的品牌則為Canon。 研究結果發現，原產品與延伸產品類別之認知品類相似度為新產品品牌策略與反向延伸評價之中介變數，且當原廠商跨產品類別推出新產品成功，相較於品牌傘策略，品牌延伸策略將使消費者對於認知產品品類相似度提升效果較大、反向延伸之評價也較好。調節效果方面，當消費者產品知識低時，消費者之認知產品類別相似度被提昇的程度較高，且有較佳之反向延伸評價，然其於不同品牌策略間所產生的差異較小；原廠商認知品牌寬度方面，當品牌寬度窄時，消費者之認知產品類別相似度被提昇的程度亦較高，且亦有較佳的反向延伸評價，然品牌寬度較窄的廠商於不同品牌策略間所造成的認知產品類別相似度及反向延伸評價之提升效果差異皆較大。

西元2005、2006年間，臺灣數家知名手機代工業者，或是從手機代工兼跨經營自有品牌的手機業者，透過與國內、外企業所進行之整併活動，上演多幕併方與被併方商業資源之切割、位移與重新整合的戲碼，而除決意退出賽局的企業不論，其他繼續競逐的業者，似正利用整併活動，快速囊闊並整合企業繼續成長壯大所需的商業資源。 其中，在明基整併西門子手機事業案例中，併方明基集團明確指出，透過整併，希望能取得被併方手機相關之智慧財產資源，包括核心專利、有限期的商標使用權及人員、技術等。且併方亦表示，取得被併方手機相關核心專利與品牌使用，是該整併案中重要標的，更是決意整併與否的關鍵因素，故在本件整併，併方對於取得被併方手機相關核心專利與品牌使用，顯然有高度之期許與重視。 讀到上開資訊，腦海中所伴隨著的問題意識，包括：究竟台灣手機業者透過整併活動，取得知名手機大廠所擁有之核心專利，其商業目的為何？倘若取得此等核心專利，有其商業價值，依據併方擬達到之商業目的，併方應於整併前，進行何等相應評估與規劃作業？此外，在取得國外知名手機廠商授權商標使用權能部分，此等商標使用權能之取得，究竟併方商業目的何在？倘併方看中的是，被併方商標具有品牌價值，那麼奠基手機品牌價值之價值活動為何？且併方應透過何等途徑，才能順利位移被併方之品牌價值到併方身上，並讓併方據此更佳蓬勃？ 本論文以上開問題意識出發，於論文各章節中，進行相應之探討。而明基整併西門子手機事業之案例，恰好提供豐富的商業基礎事實，故本論文援引此一案例，作為研究與論述基礎，並藉由實際案例所提供資訊，讓學術討論更具意義。 經本論文研究結果認為：倘若併方將被併方核心專利與商標使用權能之取得，列為整併重要標的，在進行此等整併作業時，併方應依據所設定之商業目的，事先應有一套完整的評估作業（本論文嘗試提出評估作業架構圖），亦需規劃後續相應配套執行作業，如此，始能提高商業目的既遂的機率，並且避免讓『大機會』變成『大風險』，而且，在併方取得被併方商標使用權能部分，併方應先明辨商標與品牌之不同，併方於使用被併方之商標，也應事先確定其具品牌價值且無嚴重的負面印象存在。 基於以上研究結論，筆者進一步提出幾項建議如下，作為本論文研究成果： 一、併方整併被併方智財資源之具體標的，倘在於核心專利取得。建議併方應於整併前，對所取得之專利是否為核心專利先予驗明正身，而且必須設定取得核心專利之明確商業目的，後續也應依據商業目的，具體規劃相關評估與執行作業。 二、若欲讓整併目的既遂並降低相關商業風險，整併前之評估作業，至為關鍵，建議未來進行類似整併案件之併方，務需於雙方拍板定案簽約前，即投入相當人力物力資源進行評估與資訊情報蒐集作業，而不是於拍板定案後，才臨機應變並見招拆招。 三、併方取得被併方之核心專利，本質上存有有哪些風險，建議併方亦需清楚臚列評估，並應於雙方併購合約中透過合約約款之設計，讓併方之商業風險有效控制與降低。 四、在取得被併方商標使用權能部分，建議併方事先應評估被併方商標是否具有品牌價值，並找出奠基被併方品牌價值之因素，且併方應明確區分品牌價值與品牌知名度之不同，進而仔細評估被併方品牌究竟是有真實價值，還是徒具知名度而已。 五、確認被併方商標具品牌價值後，若欲將被併方品牌價值真實位移到併方體內，建議併方應將被併方企業價值活動盤點，並進行去蕪存菁作業，進一步將有價值之企業活動加值，亦需將雙方企業活動整合與融合，如此被併方之品牌價值始能真實位移，而不是曇花一現。 六、又，不論併方品牌策略之操作，是採單一品牌或雙品牌操作模式，如果被併方授權商標使用是有期限的，併方應考慮到使用期限屆至後，儲蓄在被併方商標上的品牌價值應如何順利位移承接到併方商標上，以及在採行雙品牌策略後，當併方之品牌脫離了被併方之品牌，要如何自立不受影響。 / In 2005 and 2006, several renowned mobile phone OEM or branding companies in Taiwan were merging, sinning off and/or restructuring through their local or foreign affiliates. Except some were intended to exit the market, most were utilizing the merger and acquisition to combine various resources to grow in their sizes. In one of the cases, the merger of mobile phone business units of BenQ – Siemens, BenQ clearly indicated that through the merger, BenQ intended to acquire the intellectual property resources from Siemens including the essential patents, license of trademarks, technical supports and know-how, etc. BenQ also indicated that the acquisition of licenses of Siemens’ essential patents and brand name usage regarding mobile phone business would be the major target in the merger deal, as well as the turning point as to whether the merger should proceed along. In that case, therefore, BenQ highly expected to obtain licenses of Siemens’ essential patents and brand name regarding mobile phone business. The foregoing paragraph raises certain issues: what is the business purpose of a Taiwan mobile phone company to obtain the essential patents from other renowned and sized mobile phone branding companies? Assuming such business purpose is found, what kinds of evaluations and feasibility studies the merging company should conduct before the merger closing, in order to warrant the business purpose? Besides, what is the business purpose for the merging company to acquire from the renowned company a license to use the trademarks? If the merging company views such trademarks not as merely trademarks, but largely focuses the branding value added by the merged company with such trademarks, one would ask a question: where are the activities that have created and supported the mobile phone branding value? Through what ways, the merging company is able to successfully transfer the branding value from the merged company to the merging company and develop its business prosperously with the transferred branding value? This thesis starts with the above issues and discusses the relevant topics in various theories, using the ample business materials and facts in BenQ – Siemens merger as a base for case study so as to make the theory discussions in this thesis in a more practical sense. The research conclusion in this thesis indicates: If the major target in the whole merger deal is to acquire essential patents and trademarks from the merged business, the merging business must establish a complete feasibility assessment program in accordance with the intended business purpose (the thesis intends to provide a illustration charts for such assessment program) before the closing, and a well coordinated implementing procedures for post-closing operation, in order to higher the probability of meeting the intended business purpose while lower the possibility of spoiling a “great opportunity” into a “huge risk”. In addition and beforehand, the merging business should be able to tell the specific differences in nature between the brand names and trade marks. The merging business should also clearly identify the merged branding value, and further, ensure there is no negative impact in applying the merged branding in its business. Based on the conclusion stated in the preceding paragraph, the author thereby submits the following recommendations as a result of the research in the thesis: 1.If the specific target for a merging business seeking to combine intellectual property resources of the merged business is to obtain the essential patents from the merged business, it is advisable for the merging business to, before the merger, identify whether the patents proposed to be acquired are indeed essential patents in relevant industries, establish a clear business purpose feasibly achievable by acquisition of such patents, and establish an assessment program and a well coordinated implementing procedures operation in accordance with the established business purpose. 2.It is extremely imperative to conduct a solid and full-scaled pre-closing feasibility studies so as to reduce the business risks in merger deal. It is advisable for a merging business to devote considerable resources to conduct evaluation and information gathering before merger closing, and not to remedy and mitigate the case in post closing days. 3.It is advisable for the merging business to identify and list in detail the risks in acquiring the core patents from the merged business, and further structure through merger related contracts to effectively control and minimize such risks. 4.It is advisable for the merging business to clarify whether the proposed trademarks are having true branding value, find the factors within the merged business creating and supporting such branding value, clearly tell differences between branding value and brand popularity, and then carefully assess if the proposed brand name is powered with the true branding value or merely covered with a wide popularity. 5.After identifying the branding value of the proposed trademark, if the branding value is intended to be transferred into the merging business, it is advisable for the merging business to conduct a full examination on the previous branding value activities of the merged business, and adjust/develop the value-added items of new activities by continuing joint efforts of corporate businesses, not a flash show in the market. 6.No matter the marketing strategy is by single brand name or combined dual brand name, if the proposed trademark usage is limited by time expiration, the merging business must consider after the expiration, how to successfully transfer the branding value of the proposed trademark to existing trademark originally held by the merging business, and how to maximize or maintain the independent branding value of the existing trademark after the expiration.