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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 林博文 | zh_TW |
| dc.contributor.advisor | Bou-Wen Lin | en |
| dc.contributor.author | 張議蘋 | zh_TW |
| dc.contributor.author | Yi-Ping Chang | en |
| dc.date.accessioned | 2025-07-18T16:11:12Z | - |
| dc.date.available | 2025-07-19 | - |
| dc.date.copyright | 2025-07-18 | - |
| dc.date.issued | 2025 | - |
| dc.date.submitted | 2025-07-09 | - |
| dc.identifier.citation | 1. Tolba, A. H., & Hassan, S. S. (2009). Linking customer-based brand equity with brand market performance: A managerial approach. Journal of Product & Brand Management, 18(5), 356–366.
2. Chieng, F. Y. L., & Goi, C. L. (2011). Customer-based brand equity: A literature review. Researchers World – Journal of Arts, Science & Commerce, 2(1), 33–42. 3. Christodoulides, G., & de Chernatony, L. (2010). Consumer-based brand equity conceptualisation and measurement: A literature review. International Journal of Market Research, 52(1), 43–66. 4. Keller, K. L. (1993). Conceptualizing, measuring, and managing customer-based brand equity. Journal of Marketing, 57(1), 1–22. 5. Keller, K. L. (2003). Brand synthesis: The multidimensionality of brand knowledge. Journal of Consumer Research, 29(4), 595–600. 6. Aaker, D. A. (1991). Managing brand equity: Capitalizing on the value of a brand name. Free Press. 7. Aaker, D. A. (1996). Measuring brand equity across products and markets. California Management Review, 38(3), 102–120. 8. Kapferer, J. N. (2008). The new strategic brand management: Creating and sustaining brand equity long term (4th ed.). Kogan Page. 9. Deloitte. (2024). Taiwan Consumer Products Industry Outlook 2024. 10. Kantar. (2024). Brand Inclusion Index Asia. 11. Euromonitor International. (2024). Premium Beauty and Personal Care in Taiwan. 12. Euromonitor International. (2024). Skin Care in Taiwan. 13. Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Pearson Education. 14. Brexendorf, T. O., & Keller, K. L. (2017). Leveraging the corporate brand. European Journal of Marketing, 51(9/10), 1530–1551. 15. Hatch, M. J., & Schultz, M. (2010). Toward a theory of brand co-creation with implications for brand governance. Journal of Brand Management, 17(8), 590–604. 16. Santos, C. J. S. (2018). Brand portfolio strategy and brand architecture: A comparative study. Cogent Business & Management, 5(1), 1483465. 17. Francis, T., & Hoefel, F. (2018). True Gen: Generation Z and its implications for companies. McKinsey & Company. 18. Tuten, T. L., & Solomon, M. R. (2017). Social media marketing (3rd ed.). Sage. 19. Solomon, M. R. (2018). Consumer behavior: Buying, having, and being (12th ed.). Pearson Education. 20. Aaker, D. A., & Joachimsthaler, E. (2000). The brand relationship spectrum: The key to the brand architecture challenge. California Management Review, 42(4), 8–23. 21. Keller, K. L. (2000). Building and managing corporate brand equity. In M. Schultz, M. J. Hatch, & M. H. Larsen (Eds.), The expressive organization: Linking identity, reputation, and the corporate brand (pp. 68–73). Oxford University Press. 22. Keller, K. L. (2008). Strategic brand management: Building, measuring, and managing brand equity (3rd ed.). Pearson Education. 23. Keller, K. L., Parameswaran, M. G., & Jacob, I. (2011). Strategic brand management: Building, measuring, and managing brand equity (2nd ed.). Pearson Education India. 24. Aaker, D. A., & Biel, A. L. (Eds.). (1993). Brand equity and advertising: Advertising's role in building strong brands. Psychology Press. 25. Aaker, D. A., & Keller, K. L. (1990). Consumer evaluations of brand extensions. Journal of Marketing, 54(1), 27–41. 26. Keller, K. L., & Lehmann, D. R. (2006). Brands and branding: Research findings and future priorities. Marketing Science, 25(6), 740–759. 27. Keller, K. L. (2016). Unlocking the power of integrated marketing communications: How integrated is your IMC program? Journal of Advertising, 45(3), 286–301. 28. Aaker, D. A. (1992). The value of brand equity. Journal of Business Strategy, 13(4), 27–32. 29. Keller, K. L. (2009). Building strong brands in a modern marketing communications environment. Journal of Marketing Communications, 15(2–3), 139–155. | - |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/97858 | - |
| dc.description.abstract | 本研究探討聯合利華在臺灣市場的三個代表性品牌——Lipton、LUX 與 AHC，如何透過品牌治理模式與策略設計，有效回應市場趨勢並創造品牌價值。面對快速消費品市場中趨勢變動與競爭加劇的挑戰，企業須在全球一致性與地方彈性之間取得平衡，以建立具差異化的品牌角色。
本研究結合理論與個案，運用質性多重個案研究法，從品牌來源、治理架構、產品策略與通路操作等構面進行分析。研究發現，三品牌分別對應「年輕化社群互動」、「情緒香氛體驗」與「醫美功能信任」等趨勢，並展現不同程度的品牌治理彈性與在地化執行力。最終歸納出品牌成功的三項關鍵：趨勢對位、治理制度與地方團隊協同，並提出「品牌治理 × 趨勢轉譯 × 在地操作」的整合架構，供未來品牌管理與實務策略參考。 | zh_TW |
| dc.description.abstract | This study investigates how Unilever Taiwan manages three key brands—Lipton, LUX, and AHC—to respond to consumer trends and create brand value in the fast-moving consumer goods (FMCG) market. As brand competition intensifies, the ability to balance global consistency with local flexibility becomes essential to brand differentiation.
Using a qualitative multiple-case study approach, the research analyzes brand origin, governance structure, product strategy, and marketing execution. Findings show that each brand aligns with a distinct consumer trend—youthful social engagement (Lipton), emotional fragrance experience (LUX), and professional dermocosmetic trust (AHC)—while operating under different levels of governance autonomy. The study identifies three success drivers: trend alignment, adaptive governance, and local execution. It concludes by proposing a strategic framework—Brand Governance × Trend Translation × Local Execution—to guide future brand portfolio management. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2025-07-18T16:11:12Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2025-07-18T16:11:12Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | 論文口試委員審定書 i
誌謝 ii 中文摘要 iii ABSTRACT iv 目次 v 表目次 ix 壹、緒論 1 1.1 研究背景與問題意識：品牌價值如何在趨勢與組織中實現？ 1 1.2 研究目的與問題陳述：以聯合利華臺灣為例的品牌治理分析 1 1.3 研究範圍與個案選擇依據：三個品牌，一個治理體系 2 1.4 研究架構與論文邏輯：從品牌價值生成到品牌治理實踐 3 1.5 小結：品牌治理作為價值創造的系統性機制 3 貳、文獻探討 4 2.1 品牌價值的本質與消費者導向品牌管理 4 2.1.1 顧客為基礎的品牌權益模型（Customer-Based Brand Equity, CBBE） 4 2.1.2 品牌知識的構成與聯想特性 4 2.1.3 消費者情感連結（Brand Love） 5 2.1.4 品牌價值與市場績效的連結 5 2.1.5 小結 6 2.2 多品牌策略與品牌組合管理 6 2.2.1 品牌架構與治理模式的選擇 6 2.2.2 品牌間資源配置與市場差異化邏輯 7 2.2.3 品牌生命週期與成長性導向之治理思維 8 2.2.4 品牌治理能力與組織制度設計 8 2.3 組織結構與品牌在地化操作邏輯：全球品牌治理與地方彈性的權衡 9 2.3.1 全球品牌治理架構的基本形式 9 2.3.2 品牌治理的組織支撐：授權層級與角色劃分 10 2.3.3 在地化策略的本質與實踐模式 10 2.3.4 地方行銷團隊的雙重任務與挑戰 11 2.4 趨勢驅動下的品牌策略調整邏輯 11 2.4.1 品牌與趨勢之間的互動邏輯 13 2.4.2 三大品牌趨勢與消費心理的理論基礎 13 2.4.3 趨勢轉譯為品牌策略的操作實踐 14 2.4.4 小結：趨勢導向策略作為品牌差異化與競爭優勢來源 15 2.5 小結：品牌策略建構的理論基礎與研究發展脈絡 16 參、研究方法 18 3.1 研究設計與方法論架構 18 3.2 個案選擇與評估標準 18 3.3 資料來源與蒐集方式 19 3.4 分析流程與操作邏輯 19 肆、品牌成功因素分析：聯合利華臺灣市場三品牌策略實踐與價值創造 21 4.1 章節導言：品牌作為價值總和的具體實現 21 4.2 個案一：立頓（Lipton）—— 打造年輕化品牌體驗的即飲茶品牌 22 4.2.1 臺灣即飲茶市場趨勢與競爭格局 22 4.2.2 立頓品牌定位與產品策略 23 4.2.3 通路與行銷活動：可得性 × 情境營造 × 社群互動 26 4.2.4 品牌差異化與成功關鍵 28 4.3 個案二：麗仕（LUX）—— 香氛體驗與女性價值的整合策略 30 4.3.1 臺灣洗髮沐浴市場趨勢與競爭格局 31 4.3.2 品牌來源、定位與產品策略 31 4.3.3 行銷活動與通路策略 34 4.3.4 品牌差異化與成功關鍵 35 4.4 個案三：AHC—— 醫美專業的日常化與數位轉譯 38 4.4.1 臺灣醫美保養市場趨勢與競爭格局 38 4.4.2 品牌來源、定位與產品策略 39 4.4.3 通路策略與行銷操作：可得性策略 × 專業背書 × 社群參與 42 4.4.4 品牌差異化與成功關鍵 44 4.5 小結：三品牌成功邏輯、治理體系與資源分配的比較分析 46 4.5.1 三品牌的共通成功邏輯 46 4.5.2 多元治理、差異授權：聯合利華如何因應品牌特性給予成長條件 48 4.5.3 與聯合利華其他品牌的內部差異比較：再定位動能與文化嵌入的實踐差距 49 4.5.4 總結：品牌治理與本地化權責共構的成功機制 50 伍、結論與管理意涵 53 5.1 研究總結：品牌如何在治理架構中實現趨勢回應與價值創造 53 5.2 管理意涵：多品牌治理下的成長策略設計原則 54 5.3 學術貢獻 56 5.3 研究限制與未來建議 57 參考文獻 59 | - |
| dc.language.iso | zh_TW | - |
| dc.subject | 品牌治理 | zh_TW |
| dc.subject | 在地化操作 | zh_TW |
| dc.subject | 品牌價值 | zh_TW |
| dc.subject | 趨勢驅動品牌策略 | zh_TW |
| dc.subject | 多品牌策略 | zh_TW |
| dc.subject | 品牌治理 | zh_TW |
| dc.subject | 快速消費品 | zh_TW |
| dc.subject | 在地化操作 | zh_TW |
| dc.subject | 品牌價值 | zh_TW |
| dc.subject | 趨勢驅動品牌策略 | zh_TW |
| dc.subject | 多品牌策略 | zh_TW |
| dc.subject | 快速消費品 | zh_TW |
| dc.subject | Localization Strategy | en |
| dc.subject | Fast-Moving Consumer Goods (FMCG) | en |
| dc.subject | Brand Governance | en |
| dc.subject | Multi-Brand Strategy | en |
| dc.subject | Trend-Driven Brand Strategy | en |
| dc.subject | Brand Value Creation | en |
| dc.subject | Localization Strategy | en |
| dc.subject | Fast-Moving Consumer Goods (FMCG) | en |
| dc.subject | Brand Governance | en |
| dc.subject | Multi-Brand Strategy | en |
| dc.subject | Trend-Driven Brand Strategy | en |
| dc.subject | Brand Value Creation | en |
| dc.title | 快消產業的品牌組合與競爭策略：以聯合利華為例 | zh_TW |
| dc.title | Managing Brand Portfolios and Competitive Strategy in the FMCG Sector: The Case of Unilever in Taiwan | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 113-2 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.oralexamcommittee | 吳佳虹;郭佳怡 | zh_TW |
| dc.contributor.oralexamcommittee | Chia-Hung Wu;Chia-I Kuo | en |
| dc.subject.keyword | 快速消費品,品牌治理,多品牌策略,趨勢驅動品牌策略,品牌價值,在地化操作, | zh_TW |
| dc.subject.keyword | Fast-Moving Consumer Goods (FMCG),Brand Governance,Multi-Brand Strategy,Trend-Driven Brand Strategy,Brand Value Creation,Localization Strategy, | en |
| dc.relation.page | 60 | - |
| dc.identifier.doi | 10.6342/NTU202501305 | - |
| dc.rights.note | 未授權 | - |
| dc.date.accepted | 2025-07-10 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 商學研究所 | - |
| dc.date.embargo-lift | N/A | - |
| 顯示於系所單位： | 商學研究所 | |
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| ntu-113-2.pdf 未授權公開取用 | 1.51 MB | Adobe PDF |
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