面對全球化競爭與產業環境的變化，如何在動態的競爭環境下永續經營，是企業目前面臨的考驗。台灣企業積極的想從低利的代工產業轉型成品牌公司，試圖調整經營策略，並建構新的核心能力，以提昇競爭力。
成為品牌公司，除了本身的企業文化與競爭能力外，必須要投入相當多的能力與資源，尤其要有長期抗戰的準備；品牌的投資，不是一時的資本投入，而是需要整個企業的核心價值與組織架構的推動，若要深耕其品牌，企業的行銷策略與通路管理能力則是品牌經營的基礎架構。
本研究以品牌商的角度，透過其在地主國執行的行銷策略，分析其行銷策略與通路管理的重要性，以及在執行時，面對地主國各中間商(包括代理商與通路商) 不同的能力與資源所遇到的問題，因而檢視其母公司所規劃的經營策略與行銷組合，是否符合全球化的經營意圖。
經過資料整理與訪談後，發現該品牌商有其完善的行銷策略以推廣品牌，並提升該品牌的權益，但因其全球化的策略，其大部分的區域都交由代理商經營，並由代理商負責執行該區域的行銷策略，此代理商與通路商的能力與資源會影響其行銷策略的規劃與執行，因而產生客制化的行銷方案，並與品牌商所規劃的行銷策略(即通用的行銷策略)，在內容與成效上存在差異。
因此，品牌商在擬定全球化的經營策略時，必須先考量到本身的能力與資源，並在規劃行銷策略時，事先做好STP分析，選擇適合的目標市場，再行擬訂通路策略，才有辦法利用通路管理將品牌的行銷組合落實到目標族群身上，以達到企業追求長期發展的願景和目標。 / Facing global competition and high volatility in the market, a major challenge of all firms is to seek long-term survival. Aiming to the future, some Taiwanese companies have changed their business models from suppliers to foreign branding companies to owners of their own brands through revising their strategies and building up new core competencies.
Transforming into branding companies, in addition to changing corporate culture and enhancing competitiveness, these firms need to invest a lot of resources to prepare for the long run. Building a brand is a long-term commitment and a firm needs to have a comparable core value, a functional organizational structure, a well-thought marketing strategy and abilities to manage channels.
This study, based a branding company's point of view, analyzes how it utilizes channels to implement its marketing strategy in a host country (i.e., Taiwan). The capabilities and resources of its channel members (including dealers and distributors) for successfully implementing its marketing strategy are assessed and how the resources constraints of these channels affect the firm’s global marketing strategy is also examined.
After analyzing the data, gathering through personal interviews and other secondary sources, we found that the international brand did have well formulated marketing strategy to promote its brand and increase its brand equity for the long term. The implementation of its global marketing strategy relies on agents as well as channels in different countries to carry out. Therefore, whether a marketing strategy is effective really is in the hands of partners abroad. The international branding company’s experience in Taiwan illustrates this point well. We examined several types of channels and found that some executed its marketing strategy well and some did not. The differentiation factor is the resources and capabilities of a channel: the more it has, the better for it to implement the marketing strategy of the branding company. We also found that local adaptation is needed when a channel member had limited resources or capabilities.
To conclude, when a branding company formulates global strategy, it has to assess its own capabilities and resources first and then engages in STP analysis and develops marketing strategy. After selecting a host country and target segments, it needs to select agents or/and channels to implement its marketing strategy. Because channels in foreign countries are the keys to create brand-awareness, a branding company has to spend resources to select and manage channels.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0101932047 |
| Creators | 陳雅芬, Chen, Ya Fen |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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