The Taiwan information industry by the high quality technical manpower and the superior investment environment attract international factories investment, released the high gross margin of labor order form, also enabled Taiwan become the international famous Original Equipment Manufacturing (OEM), but as a result of the industrial competition, the OEM customer greatly chopped the OEM product unit price, enabled the OEM merchant only obtain the meager profit. Moreover, mainland China, Eastern Europe, India and so on have the high comparative advantage country spring up, also causes the Taiwan information merchant lose many OEM order forms, some of the merchant continues to be engaged in the great quantity and low cost OEM service. Another part, like the empirical study merchant: BenQ, ASUS, Accton, Optoma, they continued in the OEM experience by the past, after accumulated own R&D and the manufacturing capacity, in order to obtain incompletely restrained from the OEM customer's controlling force in the produce market, they chose the Ordnance Bench Mark (OBM) strategy to strengthen the merchant homemade brand. The present thesis found that, when the industrial growth hastens, the technology slow tends to maturely, the low technical barrier phenomenon and so on, the OEM merchants in order to enhance the product competitive ability, they introduction advanced technology, emphatically to the new product technological innovation to take the competitive advantage. In order to continue the product technology superiority, grasps the new product design and development, invests the development emerging commodity and the new product technology, will positively develop the innate brand service in the new produce market domain. Merchant after the OEM times not only may obtain the OEM customer to provide the product specification design, the product quality stipulation, the system regulation standard as well as regarding the quality request, but also has help the merchant¡¦s change the resources ability. The merchant in order to conform to customer's requirement, the merchant must strengthen the original quality control concept, to promote the product manufacture quality. Also increases the buyer negotiations strength, becomes the international great merchant partner of the strategy alliance. Moreover, the OEM merchant also trades the OEM customer's product at the same time, enables the merchant have the ability to develop the market channel, in order to help reform to the Ordnance Bench Mark (OBM) merchant in the future. However, establishes the brand is the kind of processes which communicate with the consumer, therefore besides establishes the successful brand, and also must invest the high quota massive funds and the manpower. But the Taiwan OEM merchant core competitive ability is in the product manufacture productivity, not above product marketing ability. Even though, the present thesis merchant still chose the OBM service condition, the main difference came from the merchant¡¦s OBM strategic intent, even though present stage merchant in marketing ability insufficiency, but the merchant OBM high strategic intent, gradually increased the customer oriented activities and slowly accumulated resources variations from the process to enhance the brand management ability.

Abstract Branding is so hot and popular that many companies, academics or even politician research it and try to be differentiated in order to show forth their brand value or equity, particularly after Taiwan joined WTO in the beginning of 2002. The thesis is a case study of Siemens brand strategy and management, to illustrate what are corporate brand strategies and how to do for brand management. It presents a workable and realistic result and suggestions to industries. The thesis concludes that 1. Brand strategy is a part of corporate management strategy, and can be framed by vision, mission statement, objectives, and target groups¡Ketc. 2. Brand strategy and management should not be stand-alone. Brand management is led by brand strategy and accomplishes it. 3. Character, logo, claim, typeface, color and design quality are Siemens¡¦ brand elements, which have to be harmonized and fulfilled in order to maximize the brand equity. 4. Brand image can be built up by brand elements, however brand strategy should also focus on quality, after service, or even company¡¦s essence of business strategy or management in the long run. Ensuring that brand is an asset, not debt, of a company.

Introduction: The part of introduction is presented to help readers give insight into the setting of our thesis. Firstly, we present the background of Volvo CE and Lingong. With the rapid economy growth and large amount of infrastructure construction projects, the large demand for CE push Volvo to accelerate its pace into Chinese market, the situation of the Chinese market and the importance are introduced continuously. We are aimed to analyze the dual - brand strategy implemented by Volvo and Lingong, and what synergies produced. We will also face two major limitations such as limited materials and hard access to interviewees. Lastly, we also have brief introduction for the outlet of the thesis.   Theory Framework: This part includes three related theoretical fields. First one is global strategic marketing, as a MNE, Volvo CE entered China, which is one member of BRICs, and took acquisition of Lingong. The following is cross - boundaries culture and customer behavior, if one company wants to gain success in an overseas market, a good adaption to the local culture is essential. The last one is brand management field, brand is a intangible asset, however, in order to avoid cross - boundaries problems, Volvo CE decide to implement a dual - brand strategy, so we can use brand alliance theories to analyze.   Methodology: Because of the special characteristics, we decide to adopt the quantitative method, case study, because it is impossible for us to gather a large sample of survey on the CE. We analyze two cases, one is " Danone & Wahaha" and the other is "Shanghai Automotive", the current situation of two cases are totally different, Danone and Wahaha got divorce in 2007, because of the brand conflict, while Shanghai have been making it to become the largest motor manufacturer in China, the experiences behind are very precious for us to analyze the brand alliance of Volvo and Lingong.   Complementary cases study and analysis We will have a detailed introduction on how Danone and Wahaha deal with the brand conflicts and the process of a series of arbitrations and lawsuits. Then presenting how successful Shanghai Automotive integrates with VW and GM. Then we use the corresponding theories to analyze the two cases, why brand conflicts happened between Danone and Wahaha, why Shanghai Automotive can successfully integrate with VW and GM   Findings In this part, we use the cases analysis and corresponding theories to form the finding. Finding is focused on the dual - brand strategy implemented by Volvo and Lingong, and we analyze its feasibility and the synergies.   Conclusions In this part, we come out with three conclusions. Firstly, global strategy management helps us to have a macro view over the dual-brand topic in China. Secondly, the dual-brand strategy can make Volvo gain goodwill from the consumers. Thirdly, Lingong and Volvo can benefit each other and get win-win by using dual-brand strategy.

After the burst of internet bubbles in 2000, the proprietors of online stores began to run their business like physical ones. They adopted the strategy circumspectly to have a solid foundation for their brands. Since the contents and promotions of the website were easy to be copied, the proprietors of online stores need to strengthen their brand awareness and brand preference to customers if they want to be the leader on the market. Most of the online stores only promote their products and service online now, and their strategies are not as diverse or fancy as physical stores have. Besides, most of the researches work on information system design of the website by now. There are not only a few case study on the internet makeup and skin care product stores, but also no research of online brand strategy step model. Through using multiple case study method, this research discusses the practicable marketing strategy what the cases of this study have done. Moreover, this research also goes through the conceptions of online brand strategy, e-commerce, and internet marketing strategy to build the conceptual model to analyze the marketing strategy what the three cases have adopted for this study. In the end, this research has build one practicable brand strategy step model for successful online stores in Taiwan. The result shows that the first step of building a successful online store is to perfect your own website. Then, expand your ambits to other commercial website. After that, an online store can be known by customers without continuing the third step. But if you can follow-up, that will strengthen the brand awareness and brand preference. The third step can be working the virtual community or marketing offline. There is no priority between these two stages, and you can also adopt both on the same time. That would be no difference.

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The topic of the thesis is devided into three parts. In the first part I am describing marketing and brand theoretically and cosmetics market in general. In the second part I am analyzing the strategy of the Helena Rubinstein brand worldwide. Third part concentrates on Helena Rubinstein brand on the Czech market.

<p>Asian companies have turned to be multinationals. Many factors could be the reasons of this phenomenon, these days, cooperation strategies, especially, co-branding is an issue. Therefore, this study pursues to study which contexts Asian companies face and how Asian firms use co-branding. This study will study three cases: LG-PRADA, Sony-Ericsson, and Lenovo-IBM of co-branding. This research will analyze each case company’s portfolio with regional matrix and study how company use co-branding with co-branding typology. After reading this paper, readers can have an integrative view over Asian companies’ contexts and its co-branding strategy as its growth strategies.</p>

Asian companies have turned to be multinationals. Many factors could be the reasons of this phenomenon, these days, cooperation strategies, especially, co-branding is an issue. Therefore, this study pursues to study which contexts Asian companies face and how Asian firms use co-branding. This study will study three cases: LG-PRADA, Sony-Ericsson, and Lenovo-IBM of co-branding. This research will analyze each case company’s portfolio with regional matrix and study how company use co-branding with co-branding typology. After reading this paper, readers can have an integrative view over Asian companies’ contexts and its co-branding strategy as its growth strategies.

This thesis explores the issues around the process of brand management in SMEs. Most of conventional principles prescribed in the brand management literature are invalid to be applied to the SMEs’ marketing problems, but there are some relevant researches regarding some proposed branding policies for small businesses.   The purpose of this thesis is to find an effective and practical brand strategy for SMEs, which means I expect to generate a framework for the SME branding process. After I developed a conceptual model, some proposed branding guidelines were examined through a case study. Qualitative interviewing was used to collect data within a Swedish SME –HastaAB.   The empirical findings indicate that the SME branding policies are highly influenced by these factors: brand awareness, marketing strategies, brand recognition and resource etc. Based on the empirical findings, my conceptual model was adjusted by assessing the effect of proposed policies. In conclusion, I came up with a final model of brand management in SMEs which helps SMEs to build and develop their brands. The model involves some executable branding policies for SMEs.

Business-to-business (B2B) marketing practitioners are increasingly relying on branding strategies though academic researchers have been slow to study branding in organizational contexts. By integrating existing conceptual models and research findings, this study examines the noteworthy differences between the B2B and the consumer market contexts and the implications of those differences on the formulation of B2B brand strategies. We introduce a conceptual model that suggests the conditions that are likely to increase or decrease organizations’ propensity to select branded products versus lesser-known or generic products when selecting suppliers, otherwise referred to as brand sensitivity. The proposed model is grounded in risk theory and posits that buying center, purchase situation, and product/relationship variables influence an organization’s brand sensitivity. Finally, we present the findings and implications of the multi-method research approach that was utilized to test the model of the determinants of brand sensitivity in organizational buying contexts. Results suggest that the level of intangibility is the key determinant of brand sensitivity in such settings.