通路自有品牌產品興起已有多年，但在過去，通路商是以較被動的方式將其代工廠商之名稱與地址寫於包裝後方，消費者若不仔細看，並不容易發現；而近年來，通路商更將其知名的代工廠商之商標直接印於包裝正面或反面，使消費者在看到架上的商品時，便可以看到此商品是由哪一家廠商製造的。此為通路商與供應商進行「聯名品牌」（co-brand）。 本研究透過次級資料的蒐集，調查聯名品牌產品與供應商品牌之「產品實際差異」（包括「價格」、「包裝形式」、「包裝外觀」、「店內放置位置」、「內容物外觀」等）與訪問受訪者對於兩者在「品牌認知」上之感受（受訪者對於聯名品牌與供應商品牌之間的口味差異比較與受訪者對通路自有品牌與供應商品牌的認知），最後以此兩調查項目為基礎，發展出供應商因應聯名品牌產品之差異化策略參考項目與建議。 根據研究結果，供應商因應聯名品牌產品之差異化策略參考項目為：「產品包裝形式」、「產品包裝外觀」、「產品內容物外觀」、「產品上架排面及店內擺放位置」、「產品價格」、「產品口味」、「產品香味」。以此參考項目檢視供應商Viva萬歲牌（聯華旗下子品牌）、華元及美珍香，發現Viva萬歲牌因應通路商之差異化程度為最高，華元與美珍香則持平。本研究依供應商在差異化方面尚未做到或能做更好之處給予建議。又本研究另一發現為：(1)在7-Select之聯名品牌中，供應商的商標（Viva）是放於產品包裝之後方；而在家樂福之聯名品牌中，供應商的商標（Viva、華元）皆是放於產品包裝之前方，故本研究推測此差異與通路商、供應商雙方之談判力大小有關。(2)公司資源越多者，傾向推出種類多樣化越高與差異化越高之產品，聯華在資本額、員工人數上都較華元為多，於產品種類多樣化與差異化皆較華元高，但美珍香因本身有自己的通路，其產品能與通路商做區隔，不採取與名品牌產品差異化之行動。 / The establishment of the private brand has passed for so many years. In the past, the distributors were passively put the name of the manufacture at the back of its package. If the customers didn’t see it clearly, they can’t figure the name of the manufactures. However, in the recent years, the distributors put the logo of the manufacture in either the front or the back of the package in order to get the quality guarantee from the manufacture. Therefore, the customers now can easily see the private label brand product is made by which manufacture. This is called the co-brand, co-branding strategy between private label brand and manufactures’ brand. The research is done through collecting secondary data about the difference of the products between co-brand and manufactures’ brand (Including “product price”, “package format”, “the appearance of the package”, “the place in the store”, “the appearance of the content”, etc.) and also ask some interviewee about the “brand recognition” between co-brand and manufactures’ brand(Including taste difference and the perspective). Finally, base on these data, come out with the checklist and suggestion for the manufactures to make differentiation strategy to deal with co-brand from the distributors. The result for the research is to come out the checklist for the manufactures to make differentiation strategy to deal with co-brand from the distributors and they are:, “package format”, “the appearance of the package”, “the appearance of the content”“ placement in the store”, “the price of the product”, “the taste of the product”, and “the smell of the product.” Use this checklist to check the manufactures (“Viva”, “Hwa Yuan”, “Bee Cheng Hiang”in this research and found out that “Viva” is the highest in differentiation. “Hwa Yuan” and “Bee Cheng Hiang” are the same. We provide the improvement suggestion to the manufactures to make better differentiation strategy. Other points for the discovery of the research (1) The manufacture’s logo that put at the back of the package (7-Select) and put at the front of the package (Carrefour) is because of the difference of the bargaining power for the manufacture. (2) Company that has more resources tends to release more kind of products with the higher differentiation degree. For example, Lianhwa has higher differentiation degree than Hwa Yuan and more on both paid-up capital and number of employees. As the Bee Cheng Hiang, it has its own distribution channels. So, it can make differentiation effectively.

信用卡結合票證功能、各式各樣的支付功能及優惠活動，已成為民眾生活中的必需品，藉由信用卡的消費資料，可使銀行對顧客有更深入的了解，所以各銀行都積極發展信用卡業務，惟全體流通卡數已逾3,800萬卡，顧客再申辦新的信用卡意願不高，除非該項信用卡產品有較佳的權益及活動，才能促使民眾付諸實際申辦該信用卡的行動。 聯名卡是結合銀行與聯名企業的資源，提供會員更好的優惠，持有聯名卡的會員，一般而言會享有較沒有持有聯名卡會員更多的優惠、權益、服務及獨家活動，會員們理應大量申辦聯名卡，但實際情況不然，大部分聯名卡發卡成效有待加強，發卡數超過100萬卡的聯名卡，更是少之又少。 本研究是以A銀行與C公司聯名卡為例，將實際做法以4C策略行銷架構來分析，剖析成功經營聯名卡的做法後，促使聯名卡的4C邁向良性循環，讓未來負責經營聯名卡的企劃人員，規劃出有效的行銷策略與執行方案。 / In conjunction with the use of EasyCard, various payment functions and other promotional activities, credit card has now become a necessity of life. Through credit card expense reports, the personal spending pattern is reflected, and the bank is able to better understand the customer’s needs. Many banks are actively developing their business focus on credit card. As the number of credit card in circulation has exceeded 38 million in the market, people have little desire for adding a new credit card. However, if the credit card is appealing with lots of better benefits and activities, people may be tempted to have their application put into action. Co-brand card is a credit card that combines resources for the bank and the joint partner to provide members with exclusive benefits and services. Comparing to the general credit cards, co-brand card should be very popular because the card holders enjoy better services and exclusive activities, but in reality, it is rather rare for the co-brand card providers to achieve more than 1 million as an overall number. In this paper, a co-brand card issued by the bank A and the joint partner C will be taken as an example for study. The actual operation will be analyzed based on the 4C strategic marketing framework. After understanding the reasons of success behind, it may help 4C to flow in a functional circle. Furthermore, the personnel in charge of co-brand card may work out effective marketing strategies and implementations for the project in the future.

隨著經濟體制的改革開放，廠商品牌經營的範疇也隨之擴大至國際市場。同時隨著競爭優勢的典範轉移，進入模式所考量的內部因素-品牌權益的運用，也變得日形重要。因此「如何利用品牌權益有效率的切入市場」的議題也隨之受到重視。目前學術界在進入模式及品牌策略層面都已累積了為數不少的深入研究。然針對此議題的研究卻十分的缺少，因此本研究將針對此理論缺口，利用質化研究的方式，以台灣食品廠商做為訪談對像，進行深入探討。 首先為能明確化品牌權益與切入市場效率之間的關係，本研究在文獻探討的部份，深入分析品牌權益與交換問題的關係。同時再以邱志聖(2006)行銷四c為分析架構，系統性的說明品牌權益如何對交換成本產生影響。而個案分析方式便也採用同樣的架構，去深入探討五家具代表性的食品廠商，其品牌進入策略解決交換問題的能力。 再利用個案分析的結果，歸納出現有廠商進入新市場所採取的品牌進入策略類型為「自創品牌進入策略」、「共創品牌進入策略」及「信任建立式品牌進入策略」。並詳細說明各品牌進入策略的特性及成因，並據此提出相關命題。最後本研究再以行銷交換成本為構面，針對不同的品牌進入策略提出建議的解決模式。 / With liberalized economic system the scope of corporate brands has also been expanded to international markets. Simultaneously, the paradigm shift in competitive advantage makes exertion of brand equity more critical, which is an internal factor considered by entry mode. Thus, the issue concerning “how to enter markets efficiently by brand equity” is highly stressed. Currently, many in-depth researches of entry mode and brand strategy dimensions have been conducted in academic field, yet rather few have been made on this issue. To fill the theoretical gap, the research uses qualitative methodology by interviewing food companies in Taiwan for through discussion. First, in order to distinguish the relationship between brand equity and efficiency of market entry, the research analyzes relationship between brand equity and exchange problems in literature review, while systematically explain how brand equity affects exchange costs via Chiou’s (2006) marketing 4C analytical framework. Identical framework is adopted in case studies to discuss problem solving abilities and brand entry strategy of five representative food companies. Then according to results of case studies, the research summarizes brand entry strategy types adopted by current companies when entering new markets, categorizing as “private label entry strategy”, “ co-brand entry strategy” and “trust-establishing brand entry strategy”, and elaborating on characteristics and causes of each brand’s entry strategy to come up with hypothesis. Finally, the research uses marketing exchange cost as dimension, providing suggested solution models of entry strategies for different brands. Key words: Brand Entry Strategy, Brand Equity, Private Label, Co-brand, Food Company.