政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/130567

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/130567

English | 正體中文 | 简体中文 | Post-Print筆數 : 27 | 全文笔数/总笔数 : 109952/140887 (78%)
造访人次 : 46370947 在线人数 : 873

RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.

搜寻范围

查询小技巧：

您可在西文检索词汇前后加上"双引号"，以获取较精准的检索结果

若欲以作者姓名搜寻，建议至进阶搜寻限定作者字段，可获得较完整数据

进阶搜寻

主页 ‧ 登入 ‧ 上传 ‧ 说明 ‧ 关于政大典藏 ‧ 管理

到手机版

政大機構典藏 > 商學院 > 經營管理碩士學程EMBA > 學位論文 > Item 140.119/130567

请使用永久网址来引用或连结此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/130567

题名:	美容保養品品牌國際化策略之研究以愛斯德瑪LOVEISDERMA品牌為例 Research on Internationalization Strategy of Beauty and Skincare company. A Case Study on LOVEISDERMA
作者:	廖煥騰 Liao, Huan-Teng
贡献者:	黃國峯廖煥騰 Liao, Huan-Teng
关键词:	品牌管理品牌行銷品牌國際化通路策略成長策略市場定位愛斯德瑪醫學美容 LOVEISDERMA Skincare Brand management Brand marketing Brand internationalization Channel strategy Growth strategy Market positioning
日期:	2020
上传时间:	2020-07-01 13:45:55 (UTC+8)
摘要:	本研究以個案研究方式，探討個案公司創辨人如何洞察市場商機，善用本身資源爭取到代理國外化妝保養產品，並運用人脈擴展國內通路，開拓國內化妝保養品市場。在企業成長過程因應經營環境改變、競爭態勢日趨嚴峻的情形下，歷經引進歐美專業品牌代理銷售、通路變革、自創品牌、商業模式改變與自有品牌國際化的挑戰，考驗公司經營者之公司經營能力與應變力。此個案之討論問題一共有三題，分別是：一、個案公司如何以中小企業之姿成功發展為國際性保養品品牌？二、保養品產業中，代工與自有品牌經營模式的差異為何？三、面臨電商競爭，個案公司如何因應此挑戰？請提供未來可能發展之策略。研究結果顯示，品牌經營仍著重於長期策略，須在品牌定位時清楚將品牌定位、品牌價值明確定義，以便進行精準行銷、彰顯品牌價值。先在國內市場進行建立合適的營銷模式，穩固國內市場銷售。再來落實品牌國際化策略，一步一步往目標邁進。代理品牌與自有品牌部份，對於企業經營必須有所取捨，初期容易以代理形式進入市場，獲得營收上的成長，但是所獲得是代理品牌的短期的利潤。對化妝保養品產業而言，長期以自創品牌經營可以保障經營成果，並發揚品牌價值，獲得經營品牌應有的利潤。通路隨著網路銷售日趨方便，原代理模式獲利空間被壓縮，商業模式也因為網路科技進展而打破，網路營收金額現已超越實體通路。企業如何因應消費者行為改變，因應線上及線下相互搭配的全通路營運模式，以符合現今網路消費盛行下之消費者需求。 This study uses case studies to explore how a company ’s founders have insight into market opportunities, make good use of its own resources to secure agencies for foreign cosmetics and maintenance products, and use connections to expand domestic channels and expand the domestic cosmetics and maintenance products markets. In the process of growth, in response to environmental changes and the increasingly severe competition, the company has experienced the challenges of being agents for foreign original brands, channel reform, own–brand establishment, business model changes, and internationalization of private brands, which examine the company ’s managers’ managerial and operational capabilities. There are three discussion questions in this case, including: 1. How does the case company, as a small and medium size enterprise, successfully develop an international brand of maintenance products? 2. What is the difference between the OEM and own-brand business models in the maintenance products industry? 3. Facing with the competition from e-commerce, how can the case company respond to this challenge? Please provide strategies for possible future development of the case company. The study results show that the own-brand strategy is still a long-term strategy, and brand positioning and brand value must be clearly defined during brand positioning in order to carry out accurate marketing and highlight brand value. First, the case company develop the domestic market to stabilize sales in the beginning of the firm. Then the company implements the brand internationalization strategy, and step by step moves towards the international brand of maintenance products. Regarding own-brand and OEM business models, firms must have some trade-offs between them for the operation of the enterprise. It is easy to enter the market in the form of OEM in the early stage and to obtain revenue growth, but OEM makes less profits. For the cosmetics and maintenance products industry, a long-term strategy with a self-owned brand can ensure the better business performance, promote the brand value, and obtain the higher profits. Facing the increasing convenience of online businesses, the margin spread of the original agency model has been compressed, and the business model has been disrupted because of online business models. The amount of online revenues have now exceeded the ones of physical channels. In response to changing consumer behaviors, enterprises need to plan and design an all-channel operation model that matches online and offline to meet the needs of consumers under the prevalence of online consumption.
參考文獻:	壹、中文參考文獻（一）網際網路 2019尼爾森「台灣線上市場總覽」 http://www.nielsen.com.tw ，最後瀏覽日期民國109年4月25日。創新生技有限公司 https://inno-bio.com/ ，最後瀏覽日期民國109年4月25日。貳、英文參考文獻 Porter, M.E. (1990). The Competitive Advantage of Nations. London: Macmillan.
描述:	碩士國立政治大學經營管理碩士學程(EMBA) 107932408
資料來源:	http://thesis.lib.nccu.edu.tw/record/#G0107932408
数据类型:	thesis
DOI:	10.6814/NCCU202000461
显示于类别:	[經營管理碩士學程EMBA] 學位論文

文件中的档案:

档案	描述	大小	格式	浏览次数
240801.pdf		4167Kb	Adobe PDF2	29	检视/开启

在政大典藏中所有的数据项都受到原著作权保护.

社群 sharing

著作權政策宣告 Copyright Announcement

1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.

DSpace Software Copyright © 2002-2004 MIT & Hewlett-Packard / Enhanced by NTU Library IR team Copyright © - 回馈