Nowadays, companies of emerging countries have started to compete with Taiwanese companies with the same OEM/ODM business model. This trend has made the advantages of manufacturing of Taiwanese companies disappeared. So the growth of Taiwanese economy that depends on exporting companies¡¦ products has suffered severe threats. Therefore, Taiwanese industries and government have struggled to transform into the field of OBM. They hope it can make more added values from OBM. This research studied on Taiwanese companies that have made some achievement in OBM field in the international base on resources-based view. This research studied on how they created and operated their own brands and how they planned their own international strategies of OBM, tried to find out the differences between OEM/ODM and OBM in nature, resources and abilities, and found out the main dimensions that how companies met the gap existing in resources and abilities. This study also tried to figure out the processes how companies with brands built up their OBM business in European markets, and then this study wanted to build a conceptual structure about how a business model transformed from OEM/ODM into OBM. Finally, the study found out another company that is a novice in building international OBM business, and did some analysis and suggestions for it based on the conceptual structure to verify the feasibility of the conceptual structure. The sources of the research data are from second-hand data and from interviewing with the studied companies. I hope the study can be a reference for any companies which want to build their business model of OBM. The results of this study showed that there is indeed a gap between OEM/ODM and OBM in respects of essence and the needed resources and capabilities. And the studied cases which have their own brands had an extent of similarity in building their OBM business in European markets. Therefore, this study tried to divide the processes of how the studied cases that built their OBM business in European markets into five stages, and every stage has different features and needed resources as well as capabilities. And then did some analysis and suggestions for the case which is a novice in building international OBM business. This study found out that the studied findings had an extent of feasibility and credibility.