以策略創業觀點探討品牌策略之演化─以LS集團為例

Abstract

中小企業為臺灣經濟發展的支柱，依照臺灣經濟主管部門中小及新創企業署發佈的《2023年中小企業白皮書》所調查，2022年臺灣中小企業家數超過163萬家，占全體企業達98%以上；就業人數為913萬，占台灣就業人數5成；銷售額超過28兆元，占比超過5成，出口額達到3.6兆元，年增率超過7%。惟中小企業在成立品牌以擺脫OEM模式競價困境和創造永續發展的過程中，經常遭遇以下兩大困境，因而無法提升企業競爭力： 一、資源（金）有限：中小企業在投資產品或技術時，必須透過有效的資源整合和策略分析用時間換取成長空間；而掌握豐富資源的大型企業，卻在資源調度上具有更高的風險承受力，更多元彈性的掌控投資時機點，先占利基市場。 二、人力有限：中小企業在人力的招募和留才上，多在員工情緒價值層面的投資才能與大型企業拉開差異，惟大型企業擅用的薪資待遇優勢，仍是當今臺灣勞動市場吸引人才應聘的主因，也因此大型企業壟斷優秀人力將不利於中小企業的生存。中小企業最快也最難維持的成長途徑就是成立品牌，好的品牌策略不僅可以加速大型集團與企業的成長，更能協助中小型企業快速深化國際影響力，透過品牌的行銷和營運，一次的異業合作便有機會使品牌拓展到國際視野，逐漸累積品牌力來 加速資日後營運資本。 本研究分析LS團如何透過內部跨品牌合作相繼發展臺灣品牌ZUNI、ENL和Zsel，並透過掌握市場需求由主流到個性化，再到個體化，讓品牌間透過傳承技術和資源，接力為下個品牌產出鋪墊，搭配傳統工藝的匠人精神，返璞歸真創作出有情緒價值的商品，使LS集團與消費者共創的商品願景成為企業成長的驅動力。 本研究雖整理並分析出LS集團旗下品牌ZUNI成功接力傳產鞋材的經驗和ENL在策略發展上相較ZUNI轉型的不足和修正建議，惟在成為中小企業可以複製的範本應用上，尚須要更多品牌案例的支持，且不同類型的商品亦有需微調的參數，未來可繼續在本研究的基礎上探討該集團後續品牌發展或他企業同質性品牌創業之間的案例探討，以期能整理出一套具有可操作性的品牌發展策略框架供中小企業做企業成長轉型的依據。

Small and medium-sized enterprises (SMEs) are the cornerstone of Taiwan’s economic development. According to the “2023 SME White Paper” released by the Small and Medium Enterprise Administration of Taiwan Ministry of Economic Affairs, there were more than 1.63 million SMEs in Taiwan in 2022, accounting for over 98% of all enterprises. These SMEs employed 9.13 million people, representing 50% of the national workforce. Their sales exceeded NT$28 trillion, accounting for over 50% of total sales, and their export value reached NT$3.6 trillion, with an annual growth rate of over 7%. However, SMEs often face two major challenges in establishing their own brands to escape the competitive pressures of the OEM model and achieve sustainable development, thus hindering their ability to enhance competitiveness: 1. Limited Resources (Capital): SMEs must effectively integrate resources and strategically analyze investments in products or technologies, using time to gain growth opportunities. In contrast, large enterprises, with their abundant resources, have higher risk tolerance and more flexible control over investment timing, allowing them to capture niche markets first. 2. Limited Human Resources: SMEs often need to invest in the emotional value of employees to differentiate themselves from large enterprises in recruitment and retention. However, the advantage of better salaries offered by large enterprises remains the primary reason for attracting talent in Taiwan’s labor market. Consequently, large enterprises’ monopolization of top talent poses a survival challenge for SMEs. The fastest yet most challenging growth pathway for SMEs is brand establishment. A good brand strategy can not only accelerate the growth of large corporations but also help SMEs quickly deepen their international influence. Through brand marketing and operations, a single cross-industry collaboration can expand the brand’s global visibility, gradually building brand strength to accelerate future operational capital. This study analyzes how the LS Group has successively developed Taiwan brands ZUNI, ENL, and Zsel through internal cross-brand collaboration. By capturing market demand—from mainstream to personalized, and eventually to individualization—the group has fostered a relay system where each brand builds upon the technology and resources of the previous one. This process is combined with traditional craftsmanship and an artisan spirit, returning to simplicity to create products with emotional value. The co-creation of products with consumers has become a driving force behind LS Group's growth. While this research organizes and analyzes ZUNI's success in carrying forward traditional shoe material production, as well as ENL's strategic development shortcomings and corrective suggestions compared to ZUNI, more brand case studies are required to create a replicable template for small and medium-sized enterprises (SMEs). Different types of products may also require adjusted parameters. Future research could further explore the development of subsequent brands within the LS Group or examine case studies of similar brand startups in other companies, with the goal of formulating an actionable brand development strategy framework that SMEs can rely on for business growth and transformation.