臺灣代理國際品牌行銷策略與品牌強度關聯(lián)性之研究-迪士尼

1、 隨著高科技快速進步，改變了產業(yè)結構，企業(yè)環(huán)境充滿不確定性、多變性與複雜性，其營運資源與方式，市場導向的動態(tài)性均無法正確和合理性預測與掌控。 忙碌的生活缺乏的是時間，如何從千萬的產業(yè)中選擇高質產品，贏得消費者認同，產生互 動及維持之間的情感，推出更好的、附加的產品價值，減少購買時的時間與心力，同時掌 握顧客需求與脈動，創(chuàng)造顧客最高價值，以創(chuàng)造組織最高利潤、競爭優(yōu)勢及成功機會。廠商即藉由國際代理品牌知名度，進行價值行銷，縮短其建立與擴展目標顧客及目標市場占有率的時間。 因此國內的廠商一方面企圖從已富凝聚力，聲譽崇高及可被信賴跨國強勢品牌中，授權代理品牌高價值產品，另一方面從市場領先者學習已經建立

2、的行銷管理策略與服務傳遞精神，以鞏固自己的目標市場及綜效，期能實質改善其獲利力與策略性體質。 研究發(fā)現(xiàn)： 1. 積極開創(chuàng)者有有價值的傳送系統(tǒng)且享有差異化的地位。 2. 企業(yè)對品牌強度及品牌對被授權者的評價均呈正向關係。 3. 強勢品牌對組織型顧客而言有地心引力的嚮往度，對消費者而言有忠誠度。 4. 強勢的領導品牌會影響創(chuàng)新機會的核心競爭力。 5. 鑲嵌度高的資源對企業(yè)日形重要。 6. 資源鑲嵌度高的企業(yè)品牌學習經驗曲線的力量傾向愈大。 7. 知識性及關係性行銷的能力與積極開創(chuàng)者呈正相關。 8. 領先者品牌乃不足於抵擋有備而來的競爭者竊取顧客，因此積極開闢產品新品項是一個刻不容緩的工作。9. 品

3、牌價值是一項可藉以爭取市場的工具，可使廠商獲得相對利益與優(yōu)勢。 10. 企業(yè)價值觀/文化/環(huán)保等甚少的產品聯(lián)想也會帶來迴然不同的效果。 11. 授權者與被授權者長期互信關係非常重要。 12. 防禦固守策略得利用領先者缺口機會或市場空隙進軍。 13. 跟隨者模仿/改進領先者產品和行銷方案通常有利可圖。 14. 瞻前顧後的市場利基者須能專業(yè)化且瞭解目標顧客群，以防輪為落後者。 15. 需求移轉或景氣式微，致使獲利極受威脅，如何扭轉乾坤。 摘要 Since the introduction of high technology progress has increased rapidly, the

4、structure of business has changed leading to a business environment, which has variety, complexity and uncertainty. As a consequence business resources, operating modes and dynamic market orientation cannot be forecasted or controlled with a reasonable degree of accuracy. Confronted often with a lac

5、k of time, a choice of high quality products which number thousands maybe millions and the need to win consumer identification and at the same time be interactive and maintain an effective relationship with the customer; is a problem. Added to this is the need to have more goods and value added prod

6、ucts, and decrease buying time. There is also a need to estimate customer demand and intentions, and create customer confidence in your products, increase company profits and maintain a competitive edge and increase the chance of success. To save time, the company can use international brand awarene

7、ss that already has market value, and uses this to build and extend customer base and secure market share. Therefore the need of the domestic company is to obtain a license from a highly reputable transnational company having brand strength to take advantage of brand awareness in order to make high

8、value added products and to obtain valuable experience and learning opportunity from a market leader who has already built a market management strategy and service reputation, to increase the domestic companys target market and using local knowledge and awareness endeavor to improve performance and

9、strategy. After related literature review and case studies, this study represents the following primary findings. 1. Aggressive innovator/pioneer possesses a high value-delivery system, and is able to separate their products from the competition. That is, they have a differentiation position. 2. In

10、order for the domestic companies and high brand strength, the firms to work together and be successful there has to be a harmonious working relationship. Need an upright relationship. 3. High brand strength products are very attractive to the consumer; also the consumer will have loyalty to that par

11、ticular brand. 4. A high brand strength product is able to impact the core competition and enable the local company to exploit any innovative opportunity. 5. Initially the important advantage for the local company is the access to high brand strength products; however as the relationship progresses

12、the embedded resources take on greater importance. 6. A local company that could sustain competitiveness due to embedded resources is better able to utilize the experience of the high brand strength company than their counterparts. 7. Marketing ability of an aggressive innovator is directly related

13、to its embedded resources of knowledge and relationship. 8. The leader brand is unable to resist a competitive company who is able to more readily attract customers; therefore it is extremely important for the brand leader to develop new products. 9. The value of a high brand strength company to a l

14、ocal company is that it provides a “tool”to achieve market share. 10. The ideology or business environment (or so-called “vision” of a company may have little in common with the products it produces yet it can strongly impact the business results. 11. The Licensor and Licensee need to build a long-t

15、erm relationship of mutual trust; this is very important. 12. The company that is challenging the market leader needs to be able to exploit any chance given by the innovator, or to supply demand where cannot be met by other companies. 13. The imitating company can improve their products or improve their market strategy compared with the innovator company and in this way will reap the benefit. 14. The niche company has to get detailed knowledge, and unders