Reyas手工珠寶：從生產到品牌經營 / Reyas Handcrafted Jewelry is the future of ‘Bead House’. Currently, Bead House (manufacturer of handcrafted jewelry) functions as a wholesaler selling to various regions such as – Morocco, Thailand, India, Italy, Brazil and USA. The export of handcrafted jewelry is growing in Nepal with more buyers coming in every month that want to purchase both traditional designs in countries such as India and Morocco and contemporary designs in countries like Italy and USA. Demand is always increasing but due to limited manufacturing capability and marketing capability the company sees the need to expand. In 2015, Bead House will expand its manufacturing capability delivering double the output thereby increasing sales in volume. Currently, most of the additional demand is being met through purchasing other competitors inventory. Additionally, Bead House will rebrand as Reyas Handcrafted Jewelry (RHJ) developing more innovative and creative designs which will be sold through our partnership with Hotels in Nepal and also through our website. These designs will not be available in bulk and will be sold off as unique individual pieces. This business plan looks at setting up additional manufacturing capability, hiring designers to develop and craft beautiful and modern handcrafted jewelry, marketing the brand RHJ through social media, its website and distribution network of hotels. Target customers are wholesalers who buy in bulk and individuals who would like to buy the most unique product or jewelry accessory available in the market. RHJ plans to be the lead exporter of handcrafted jewelry within the next five years.

由於台灣特殊的地理環境因素，大眾化的消費性農產品進口已成為一種規模經濟市場，在隨著台灣加入世界貿易組織(WTO)，且各國政府在競相努力下，台灣農產品的進口限制逐漸放寬，使得越來越多業者積極投入競爭的行列，在這樣的競爭市場環境下，產品於地域上的銷售與品牌行銷的市佔率及通路的分佈滲透，將成為公司經營績效的表現，也是公司於市場長期競爭優勢的重要關鍵。 本研究透過個案公司五年期間的銷售資料，主要目的在於分析個案公司於五年中的經營績效，將於第四章實證分析中利用趨勢圖找到北、中、南經營績效的變化、品牌間經營績效的變化、通路間經營績效的變化，並利用交叉表的分析來討論變項間銷售金額、產品銷售獲利及毛利率是否有差異，並藉由三因子變異數分析，來檢定變項對於銷售金額、產品銷售獲利及毛利率是否有顯著差異，並檢測變項間的交互作用是否對於銷售金額、產品銷售獲利及毛利率是否有顯著差異，最後利用RFM分析找出五年來對於個案公司貢獻度最高以及可以長期培養之顧客，及改善維持客戶之關係。

有關一般消費性產品品牌經營與管理的研究很多，反觀對於高總價消費產品的品牌研究似乎較少。因為金字塔頂端的消費者比較不好捉摸，又對於實際案例的取得有所侷限，如果能有機會將這個高端族群的品牌經營做一番更深入的研究，對國內高總價的產品行銷將有很大的幫助。 本研究課題即從產業的角度直接切入，從高總價的豪宅著手研究，探討台灣房屋仲介業第一品牌「信義房屋」如何切入高總價的住宅來經營品牌與管理品牌！ 本研究動機也試圖在「高端消費者」中找到關鍵成功因素，並從服務業行銷的角度進一步去發現另外一個P的效應，也就是Public Relations，印證豪宅行銷組合是可藉由公關運作拓展更多的人脈，進而達成產品交易與服務滿意的雙重目的。 本研究將品牌之經營與管理分為幾個部分進行： 一、探討房屋仲介事業在高總價市場(俗稱豪宅)的特性型態 二、探討個案公司在高總價市場自創品牌之歷程 三、探討品牌在房屋仲介業中之關鍵成功因素 四、描述及分析房屋仲介業品牌之策略價值 五、透過房屋仲介事業之研究，提供學術界及房屋仲介事業有關品牌各主體最佳實務(Best Practice)的發展基礎及架構 研究結果除了對自身企業的品牌經營管理有更多的深思與探討之外，同時也將高總價產品的實務操作經驗分享給更多人，希望各界人士能給予批評與指教，讓信義房屋能不斷學習與持續改善，以回饋廣大的客戶。當然也希望這份研究報告能對產業的提昇有所幫助，尤其是房仲業與建築業的交流與合作。

台灣手搖飲料店領先步入國際化、自由化，目前市場相當活絡，產品種類繁多，雖然台灣飲料市場已經成熟，但是每一年仍然維持微幅成長的趨勢。 隨著現代人飲食習慣的改變，各類飲品的茶值不斷增加，其中「茶類」飲料需求越來越大。 緣起於服務的公司為台灣手搖飲料公司，故嘗試以手搖飲品經營分子的角度評估，以「貢茶」品牌的目前位置與未來發展性為如何? 在台灣「貢茶」品牌只是，眾多品牌之中一且認知度並不高而在國外尤其在韓國、新加坡、香港等地區自家認知度較高的原因如何? 甚至在韓國當地消費者心目中「貢茶」品牌同等與星巴克地位。 本研究列出國內手搖飲料業現況、全球市場概況、目標行銷、體驗行銷、 PEST分析、價值鏈分析、SWOT分析等，以手搖飲料業特色和利基點，尋找其個案公司品牌經營之特效方案，了解其手搖飲料業之現況及當無酒精飲品類裡可鼎立成一個類目的可能性。

本研究個案，乃處於電腦週邊產業環境巨變影響，持續成長失去動力，以及個案公司幾年前策略錯誤使成長停滯，陷入營運瓶頸，而個案公司在此環境前提下，如何運用豐富的資源要素，整合公司組織、能力、流程、資源以品牌及代工分進合擊，並在原個案公司獲利模式的組織架構下，研擬出七字訣的創新模式之成長策略，顧、能、組、流、通、資、利。 依環境條件目標前提下，資源發展應需要有創新模式： 1.對顧客的價值︰ 品牌經營(OBM)以顧客需求為價值流程的主軸及起始，結合客戶市場訊 息，規劃做法以Push及Pull雙向意見提供品牌產品滿足通路需求，以鞏 固市佔率，隨時掌握市場訊息以動態調整市場策略。 代工業務(OEM)，整合品牌及代工研發及產品資源，探索顧客需求承接委 託代工訂單，提供滿足客戶的價值主張。 2.自我核心能力︰ 檢視企業內部原已具備的核心能力，擴大發展相近產品線，使原有核心 能力藉由內部發展深耕技術，有利於個案公司持續成長。如未具備的核 心能力則以策略合作或合資方式取得，使核心技術由點的深耕形成面的 廣度擴大，才能在技術上居市場領先地位。 3.企業組織結構︰ 配合環境、條件、目標前提下，滿足客戶需求建構的企業組織。 4.企業核心流程︰ 強化原有自有品牌OBM核心流程，高度關聯性產品自行建構，委託代工 則以客戶及技術層面為策略成長方向。 5.通路調整管理︰ 品牌通路管理強化經銷商的關係服務並設立產品經理管理及回饋當地營 運訊息，委託代工則以建立客戶關係管理，以服務客戶需求為首要。 6.關鍵資源種類︰ 善用公司有形無形資源並擬定成熟及專業產品策略，採取散彈及集中策略 以提昇市佔率鞏固現有客戶，以符合快速成長目標。 7.獲利公式組合︰ 區分品牌及委託代工二種獲利模式，品牌以創新開發新產品以鞏固現有客 戶並有效管理確保利潤，委託代工則以生產品質、成本管控、建立客戶關 係管理，以人工效率為主要獲利來源。 關鍵字：品牌經營，核心能力，企業核心流程。 / This case study is in that computer peripherals industry is subjected to huge environmental changes to lose growth momentum, and the case company a few years ago of tactical errors, economic stagnation, into operational bottlenecks, and the case company in this environment under the premise of how to use the rich resources of elements, integration organization of the company, capacity, processes, resources, brand and OEM coordinated attack, and the organizational structure of the company's revenue model of the original case, to develop the seven innovative model of growth strategy: customer, core value, organization, process, channel, critical resource, profit formula. According to the target under the premise of environmental conditions, resource development should be the need for innovative models: 1.Value to the customer: Brand management (OBM) to customer demand for the spindle and the start of the value process, combined with market information, planning practice to provide two-way views of brand products to meet the pathway needs to consolidate market share, and keep abreast of market information to dynamically adjust the marketing strategy. OEM business, the integration of brand, ODM and product resources to explore customer needs to undertake commissioned OEM orders to meet customer value proposition. 2.Core competencies: View within the enterprise already have the core competencies to expand the development of similar product lines, so that the original core competencies through internal development of roots in technology, and is conducive to the case company continues to grow. If not have core competencies while strategic partnerships or joint ventures to acquire, the formation of the breadth of the surface to expand the core technology from the point of deep plowing, to be technically the market leader. 3.Organizational structure of enterprises: With the environment, conditions, and target under the premise of the construction business organizations to meet customer needs. 4.Core processes: OBM core processes to strengthen the existing own-brand products of high correlation self-constructed, commissioned a foundry while customer and technical aspects for the strategic direction of growth. 5.Product channel adjustment: Brand channel management to strengthen dealer relationships and the establishment of the management of the product manager and returned to the local operating messages, commissioned by the foundry while building customer relationship management, customer service needs paramount. 6.Types of critical resources: Use of tangible and intangible resources and the development of a mature and professional product strategy, decentralized and centralized strategy to enhance market share to consolidate existing customers to meet the rapid growth objectives. 7.Portfolio of profit formula: Distinguish between two kinds of the brand and contract manufacturing revenue model, the brand consolidate existing customers and effectively manage the development of innovative new products to ensure profits, commissioned by the foundry are produced quality, cost control, customer relationship management and labor efficiency as the main received profit source. Keywords: brand management, core competencies, core processes.

中國大陸在1979年改革開放後，經濟快速之成長，吸引世界各國爭相投資，而學者觀察指出，台灣企業在大陸市場之經營，已經有逐漸重視品牌行銷的趨勢，紛紛經營自有品牌，顯示出兩岸跨文化之品牌經營議題之重要性。本研究採用個案訪談法，訪談之個案包含信義房屋、無敵科技、藍天電腦、宏□公司、味全公司、桂冠實業、全日美實業等跨產業之個案為兩岸品牌經營研究之對象，主要想瞭解台商在兩岸發展自有品牌之策略管理議題，進一步發展研究命題如下： 命題一：台商企業在兩岸多以差異化的事業策略獲得市場。 命題二：台商於品牌定位發展上，在台灣市場多採用「當地消費者文化」定位（LCCP），而在大陸則偏向使用「全球消費文化定位」(GCCP)或「外國消費文化定位」（FCCP）。 命題三：配合產品品項探討品牌定位發展，發現較適配的組合為： 1、食品產業多採用偏向LCCP。 2、高科技耐久財多採用偏向GCCP 。 3、家用品與個人消費用品之品牌定位，基於當地市場之適應，品牌定位多朝向LCCP修正，但仍保有GCCP之元素。 命題四：當進入跨國市場經營品牌，隨著時間變化與跨文化適應性之影響，原品牌定位需產生轉變以適應當地市場。 命題五：a.相較於象徵物與廣告歌曲，企業打造品牌識別時常用「標語」之方式其原因與溝通效率有關。 b.包裝策略方面，兩岸市場發展之異同點與產品特性有關。 命題六： 由於兩岸市場發展成熟度之差異，導致台商在兩岸市場發展出不同之品牌個性。 命題七：個案品牌在中國大陸市場發展的廣告訴求，多採用功能面的「理性訴 求」；而在台灣則出現以感情面的「感性訴求」取代功能面的「理性訴求」之趨勢。 命題八：中國大陸消費者，對於商品來源國形象的辨認，尚未敏銳認知到各國產 品品項專家的概念。 命題九：跨兩岸經營品牌時，台商在兩岸產業中的市場地位會影響其在品牌範圍 中，產品品項的建立。 命題十：跨兩岸經營品牌時，兩岸消費者對於產品品項需求之差異，與重視之產品利益不同，會影響台商在其品牌範圍中，產品品項類別的建立。 關鍵字：台商兩岸品牌經營、台灣品牌、中國大陸品牌、國際行銷

臺灣農業有優良的傳統，曾經以優越的生產技術，良好的品質，在外銷市場上，屢創佳績。本文首先探討當前農業發展的困境，源自於過度注重生產導向思維，忽略產業鏈上下游息息相關的產業結構，忽略行銷通路的發展，忽略知識經濟中，創新服務的附加價值。 近年來，蝴蝶蘭產業揚名國際，博得蝴蝶蘭王國美譽。分析蝴蝶蘭產業的價值傳遞過程，發現台灣蝴蝶蘭產業，正逐漸步入早期傳統農業的後塵，策略發展以生產能力為核心。這個營運策略為擴張規模，增加產能，以期降低成本，在市場上以價格競爭為手段。對於一個產業而言，這是一個危險的訊號。 今以蝴蝶蘭產業為例，深究台灣農業是否可以從企業經營觀點，健全產業結構，發掘更多附加價值。這個問題的答案存在於以無形資產創價的觀念，以現有良好的生產技術為後盾，結合農業科技智慧財產、聯合行銷與品牌經營，是未來台灣農業應該努力發展的三大策略主軸。 在此一策略思維主軸下，許多創新事業模式可以發展，包括農業生物科技公司，品質認證公司，拍賣公司，行銷公司，溫室營建公司等，或為周邊產業，或為上下游，唇齒相依。農產業一如其他產業，應思考佔據產業關鍵地位，方能提升議價能力，擁有競爭優勢。這些創新事業的特色為科技運用，服務事業，重視品質，最終以品牌經營為依歸。活絡創新事業，將現代化科技與服務精神引入農產事業，這是一場無產經營的變革，成功關鍵在發揮合作精神與善用優質人力。創造的無形資產價值，有一天可以超越農產品本身的價格。 / Agriculture had helped Taiwan earn economic advance in the early time, but went in vain and into history without sustained development. What constrains agriculture itself is the production-centered mind setting. Recently, moth orchid export has become a rising star among other horticulture products. Through analysis of Taiwan orchid value chain, it is found that orchid industry is stepping into the same path of traditional agriculture practice. Individual orchid farmers focus on enlarging greenhouse coverage in order to reduce cost and to win a price-based war. Discussion is made to ask if business management can be integrated into Taiwan agricultural practice. With good field practice technique supporting, intellectual property protection of biotechnology, brand operation and cooperative marketing should be three main strategies for future development of Taiwan agriculture. Agriculture, just like other business operation, should develop strategy to gain advantage in key position to win competition advantages. The characters of these innovative operational models are applications of current technology, service oriented, emphasis on quality, and ends in good brand management. Taiwan orchid farmers should also realize only through cooperative efforts, they can prevail. In the future, agriculture should recruit quality human resource in all aspects including business management, technology, engineering and service. Value generation by new business models producing intangible assets are proposed and discussed.

創業已成為今日台灣的潮流顯學。無論規模大小，品牌就像一個當代的時髦名詞，是創業者的流行穿搭，顯現出對於人生態度的品味。品牌經營理論眾聲喧嘩，哪一盞才是照耀夜行中錦衣的明燈？溫馨小品或是夢幻逸品，恰如其分的定位，就能與擁護者對味。 本研究透過大苑子與綠藤生機兩家個案，來探討品牌經營的方式。在巨人們的肩膀上，將品牌經營整理成：「品牌願景、品牌定位、品牌傳播、品牌粉絲」四大方向來建立品牌的內涵，傳遞給消費者。再用策略行銷4C架構分析，以客觀的角度來審視品牌經營之強勢與弱勢之處，並給予行銷建議作為參考。希冀「先以品牌經營方程式建立品牌，再到策略行銷4C分析謀略縝密度」是一把讓未來有志創業者，或是期待打造出偉大抱負的品牌者，可以經營品牌不求人的關鍵之鑰。 經過個案的探討，發現兩家品牌都著墨許多在與顧客信任感的耕耘，如同Peter F. Drucker所說的：「企業的目的與使命只有一個重心、一個出發點，那就是顧客。」品牌經營如何獲得更多的品牌粉絲支持，是經營者與企業內部需同心協力達成的共同目標。 / Nowadays, entrepreneurship is the mainstream in Taiwan. In spite of the size of a company, the brand represents its image. A company’s brand is like the outfit of the entrepreneur, and it represents his/her attitude towards life. There are many theories on brand management, but which is the one that can help brands target the right customers? Through applying the right positioning strategies for different products, brands can attract target customers successfully. This research aims to analyze brand management through the case studies of “Dayungs” and “Greenvines.” Brand management includes brand vision, brand positioning, brand communication, and brand communities. These four items help establish the content and image of a company’s brand, and pass them on to the customers. Based on the 4C marketing framework, this research examines the strengths and the weaknesses of brand management, and provides a marketing proposal for future reference. The process of building branding with brand management, and then analyzing the strategies with the 4C marketing framework, is a key for future entrepreneurs that hope to establish a successful brand. Through the analysis of these case studies, the research found that both brands put emphasis on the customer trust. As Peter F. Drucker said, “The purpose of business is to create and keep a customer.” How to gain the loyalty of more customers is the goal that managers and employees need to achieve with cooperation.