臺灣博碩士論文加值系統

在台灣的飲料市場中，金車公司為唯一的多品牌經營廠商，擁有許多知名品牌：「金車」碳酸飲料系列(麥根沙士)、「波爾」休閒飲料系列（波爾茶、波爾天然水）、「伯朗」咖啡系列(伯朗咖啡)、機能性飲料系列(奧利多、健酪)等，且各自有其目標市場和產品定位，亦成為該品類產品中的領導品牌。因此多品牌的經營成功這是存在大眾消費市場已久的現象，亦引發本研究想探討金車公司經營多品牌策略的組織核心能耐為何。
本研究認為從多品牌資產的經營過程中觀察與單一品牌經營過程中的異同之處歸納出多品牌策略的關鍵成功因素。組織內部的資源與能力是建構企業競爭優勢之主要由來，也是在產業中能異於其他競爭者而獨占鰲頭之因，品牌是組織資源中無形資產的一部份，透過品牌的經營管理能建構起組織之競爭優勢，而競爭優勢則為組織獲利的來源。
本論文歸結後，影響多品牌廠商經營的企業資源能力包括有：1.研發能力、2.人力資源、3.資源整合能力、4.財務資源能力、5.生產能力、6.公司商譽、7.市場資訊的管理、收集及分析能力、8.自主的行銷通路、9.相關領域的經營經驗、10.市場的進入時機。而目前不含酒精飲料業其經營之關鍵成功因素有：1.廣告效果與企業品牌形象、2.進入時機、3.通路掌握能力三項。
此外，從不同部門對於經營關鍵成功因素的認知與掌握上皆有顯著差異，亦即關鍵成功因素的落實尚未達到本身認知標準，有待進一步的努力。故企業在進行產品開發時，應運用多方面角度思考有關品牌與企業核心價值、核心能力以及消費者接受度等相關問題，避免因受社會上一窩蜂現象所影響而推衍出產品開發銷售之策略。

Among beverage brands in Taiwan, King Car is the only multi-brand enterprise possessing carbonic acid drinks of “King Car,” supplementary drinks of “Oligo,” and coffee of “Mr. Brown” Ranking top brands of their categories, these brands take advantages of individual targeted markets and orientation. The success of King Car provokes the examination on its expertise in building multi-brands.
In terms of brand asset management, the research intends to compare and contrast multi-brand management and single-brand to perceive key strategy to brand success. Resources and capacity within an organization constitutes its predominance, while brand is a part of intangible asset of organization generating benefits.
After all, the attributions of multi-brand manufacturers are as the followings: 1.Research and develop, 2. human resources, 3. resource integration, 4 financial resources, 5. production capacity, 6. prestige, 7. market information management, collection, and analysis, 8.self-support marketing route, 9. business experience of related field, and 10. market entrance timing.Key success factors of non-alcoholic drinks are listed below:1. Commercial effects and enterprise image, 2. Entrance timing and 3. Route control.
Understanding and manipulation of factors to management success vary drastically with departments. In other words, the enforcement of factors fails to reach the standard of prescribed cognition, whereas there’s still room for improvement. Eventually, the development of new product requires multi-dimensional consideration involving brand, firm value, core capacity, and consumer’s acceptability. Enterprise shall avoid flocking to the marketing strategy favoring by the majority of product development departments.

目錄 Ⅰ
圖目錄 Ⅳ
表目錄 Ⅴ
第一章 緒論 1
1.1研究背景 1
1.2研究動機 1
1.3研究目的與問題 2
1.4研究流程 3
第二章 文獻探討 5
2.1品牌策略相關文獻 5
2.1.1品牌定義 5
2.1.2品牌要素 7
2.1.3品牌資產（權益） 9
2.1.4品牌策略 13
2.1.5品牌策略影響因素 18
2.2多品牌策略 24
2.2.1寶鹼公司的多品牌行銷策略 24
2.2.2多品牌策略的利益 28
2.2.3多品牌策略引發之問題 30
2.2.4小結 31
2.3組織核心能耐 32
2.3.1定義與分類 32
2.3.2與品牌策略之關係 36
2.3.3結論 38
第三章 個案描述 39
3.1金車公司背景資料 39
3.1.1金車公司簡介 39
3.1.2組織簡介 40
3.1.3人事福利制度 42
3.2伯朗咖啡品牌背景資料 42
3.2.1前言 42
3.2.2發展緣由 43
3.2.3各品牌產品介紹 44
3.2.4行銷策略 45
3.2.5行銷通路 46
3.2.6伯朗咖啡的品牌優勢 48
3.3波爾品牌背景資料 54
3.3.1前言 54
3.3.2波爾品牌發展緣由 54
3.3.3行銷策略 55
3.3.4小結 56
3.4奧利多、健酪品牌背景資料 56
3.4.1發展緣由 56
3.4.2各品牌產品介紹 56
3.4.3行銷策略 57
3.4.4台灣機能性飲料品牌市場佔有率 57
3.5金車公司品牌資訊彙整 58
第四章 研究方法 61
4.1研究架構 61
4.2深度訪談法 62
4.3研究對象與範圍 63
4.4研究限制 63
4.5訪談問卷大綱 64
第五章 個案廠商訪談與討論 66
5.1訪談內容 66
5.1.1品牌建立策略 66
5.1.2行銷內部環境 67
5.1.3品牌行銷策略 68
5.1.4品牌管理 69
5.1.5品牌成功關鍵因素 70
5.2訪談問題、內容與研究架構之整理 71
5.3個案分析 76
5.3.1品牌建立策略 76
5.3.2行銷外部環境 77
5.2.3行銷內部環境 81
5.2.4品牌行銷策略 83
5.2.5品牌管理 85
5.2.6品牌成功關鍵因素 86
5.4多品牌經營的成功關鍵因素與核心能力的關聯性分析 87
第六章 結論及建議 90
6.1結論 90
6.2研究貢獻 92
6.3建議事項 92
參考文獻 94

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