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標題: | 台灣精品業子母公司的競合策略 The Competitive Strategy of Headquarter-Subsidiary in Luxury Goods Industry in Taiwan |
作者: | Chieh-Shun Ho 何介舜 |
指導教授: | 巫和懋(Hu-Mou Wu) |
關鍵字: | 精品,母公司,子公司,通路, Luxury Goods,Brand,Brand Headquarter/Subsidiary,Distribution Channel, |
出版年 : | 2007 |
學位: | 碩士 |
摘要: | 精品是高價位、全球性、強調設計、多以設計師名為品牌名稱以及具有符號意義的產品。精品產業包含柔性精品(高級成衣與皮件)與剛性精品(珠寶及鐘錶),均具有豐富的品牌歷史與獨特的設計。追求優良的品質、絕對的顧客導向及對品牌形象的堅持,是精品業經營的要點。
本研究回顧全球精品市場,未來的成長有賴於新興市場的發展,中國市場是未來的焦點。精品業共同面臨的問題包含「灰色市場」、仿冒品與類名牌用詞造成購物混淆、品牌經營轉型、品牌忠誠度降低及新興市場的經營挑戰等。精品業的發展趨勢在於財富累積造成消費型態的改變,由購併產生品牌集團化、產生投資價值與商品延伸以滿足不同消費需求等。台灣精品市場穩定成長且為大陸市場的指標,通路密集,競爭激烈。精品業於台灣多已轉為獨資的分公司,營運要件則著重在店租、廣告公關、採購、人事管理等子公司可以控制的成本。 在精品業全球市場的競爭當中,品牌母公司制定品牌政策,打造品牌形象,制定行銷策略,負責產品設計與製造,在這樣的分工下,品牌子公司多只能在當地市場扮演通路佈局的執行者。通路的設置代表精品的地位,通路的開拓有助規模的擴張,精品的經營已無異於其它商業活動,同樣追求市場的成長與利潤的極大化。 綜合品牌SWOT分析與協調賽局競合關係,品牌在經營母公司與子公司,如何平衡全球市場與當地市場的經營將是很重要的課題。本研究發現若品牌母公司致力於提昇品牌知名度與形象,在子公司於當地採購與經營上以協助替代主導,並主動給予資源以求當地市場的開拓與成長,如此可相對於其他品牌子公司於當地有更佳的表現。 Luxury Goods are sum of high-price, globally, design-oriented, named-by-designer and ironic products. The Luxury Goods industry consists of Soft Luxury (ready-to-wear and leather goods) and Hard Luxury (jewelry and watches). Brand legends、brand principle、unique design and products、superior quality and absolutely customer-oriented are the secrets of success in luxury good industry. The future growth in global luxury goods market relies on the emerging markets especially China. The industry is now facing challenges including the Grey Market、counterfeit items、confusion of similarity、low brand loyalty and the emerging markets. Changing of consumer behaviour、brand extension to satisfy different customer needs、investment value from brands merger are the trend in the luxury goods industry. The luxury goods market in Taiwan not only grows stably but also shows the direction of China market. Distribution Channels are highly competed amongst brands, most of the luxury brands already set up 100% owned branch for directly control. The operation is mainly on rent and utility、advertising and public affairs、purchase and human resource . Within global market competition, brand policy、brand image and awareness、marketing and merchandising all under headquarter management. Brand subsidiary can only execute the budget and plan for distribution; it is not only represents brand status but benefits the market expansion. The operation of luxury goods is no different with other business activity by pursing market growth and maximization of net profit. The research finds different operations within headquarter and subsidiary by using SWOT and game theory method to analyze all information. By giving fully supports instead of central control on local operation creates the room of further growth for subsidiary management. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/30809 |
全文授權: | 有償授權 |
顯示於系所單位: | 國際企業學系 |
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