次品牌策略與其退場機制之研究--以A公司為例

Abstract

品牌在今日的商業社會中日趨受到重視，然而品牌的經營與管理並不容易；建立品牌可能必須花上數十年的時間，但品牌建立後若發生危機，也可能在一夕之間就將品牌價值摧毀殆盡。因此企業在擴展業務的同時，必須仔細考量企業活動對品牌的影響。 「次品牌」是企業追求成長時經常被運用的操作方式，是一種廣義的品牌延伸，也是企業規避品牌擴張風險時，進可攻、退可守的方法。個案公司－「無敵科技」為了追求公司的成長，在幾個消費性電子產品領域都以「次品牌」的策略實施了產品線的擴張。 本研究即是以個案公司電子字典次品牌「All Pass」及股票機次品牌「獲利王」的實施情形，進行「次品牌」策略及其退場機制的探討，並得出了另兩項結論：退場機制與進場機制是一樣重要的，而且不一定是失敗才需要退場；領導企業若應對得宜，很有可能擊退新進業者之「低階市場破壞性創新」，並保持領導地位與獲利能力。

In the commercial community nowadays, people are paying greater attention to brands. Nonetheless, brand operation and management is never an easy task. It may take several decades to cultivate a brand and just one day to destroy its value if the owner fails to cope with the brand crisis. Therefore, the corporations should carefully evaluate the influences of their business activities on the brands when they develop and enlarge their business. “Sub-Brand” is one of the most popular strategies adopted by corporations whenever they are after growth. It’s a kind of brand extension or brand stretching in a broad sense, and also a risk-hedging method because it posts the corporations in a best strategy position for both charge and defense. The company in this case study－Inventec Besta－use several “sub-brands” as their corporate growth strategies to expand their product line in the field of consumer electronics products. This case study focus on the branding practice of “All Pass”, a sub-brand of electronic dictionary, and “Profit King” (獲利王), of stock machine (股票機), which belong to the case study company as the subject of the research of “sub-brand” advance strategy and retreat mechanism. The conclusions of the study also include: first, retreat mechanism is as importance as advance strategy, and defeat is not necessarily the only reason to retreat; and second, it is possible for the leading company to beat the new comers’ “low-end disruptions”, and keeping its leading position and profit capability.