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研究生:陳韻如
論文名稱:亞洲品牌管理之研究-以台灣、日本、印度、泰國、馬來西亞為例
論文名稱(外文):Brand management in ASIA:examples of Taiwan, Japan, India, Thailand, and Malaysia
指導教授:樓永堅樓永堅引用關係
學位類別:碩士
校院名稱:國立政治大學
系所名稱:企業管理研究所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2008
畢業學年度:96
語文別:英文
論文頁數:108
中文關鍵詞:品牌
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品牌管理之研究已有數十年之久,在品牌權益於近年來普遍獲得肯認後,本研究期能透過質化分析與量化研究對亞洲企業如何進行品牌管理有更進一步的了解。質化分析方面,以台灣、日本、印度及馬來西亞之六家個案公司為對象進行其品牌管理方法之分析。接著以品牌管理問卷發放於台灣、日本、印度、泰國、馬來西亞進行量化研究。諸如企業致力達成之提昇品牌對顧客購買決策的影響力與品牌管理相關之方法的關聯性等皆為本研究之內容。
Brand equity has been widely discussed by not only academia but also practice circle since near decades, the brand can bring benefit and the importance of corporate branding has already been recognized worldwide. Though the brand is so important, the challenge that lies ahead is that of brand management. The research is intended to undertake a study of corporate brand management in Asian countries.
The research will be divided into two parts. One is the qualitative research, and the other is quantitative research. In the qualitative research, the analysis of Taiwanese cases will be carried on first, then foreign country cases will follow to be compared with. Six main shafts will be used to analyze county cases, the distinguishing features of brand management practices of these cases will be highlighted and distilled in questionnaire. After that, the questionnaire will be responded by directors or in the manager level in five countries, including Taiwan, Japan, India, Thailand, and Malaysia. The purpose of this questionnaire is trying to find out what practice work and the lessons firms wanting to manage brands can learn.
According to the surveys in five countries, there are some results should be noticed, such as strict adherence to brand standards creates brands with customer impact, the more strictly adhering to brand standards, the more impact on customers’ buying choice. And firms centrally manage their brands are more likely to strictly adhere to brand standards than decentralized ones. But the benefits of centralized brand management are more operational, such as tighter controls, and efficiency of effort. As the information from this study indicates that well managed operations correspond to high-influence brands, the opportunity for improvement should be attractive to most enterprises.
Abstract I
Acknowledgement II
List of Tables V
List of Figures V

Chapter 1 Introduction 1
1.1 Research Background 1
1.2 Research Objectives 2
1.3 Organization of the thesis 2

Chapter 2 Literature Review 4
2.1 Definition of Brand 4
2.2 Advantages of Brand 5
2.3 Brand Building 8
2.4 Brand Management 10
2.5 Conceptual Framework 11

Chapter 3 Research Methodology 14
3.1 Introduction of Research Methodology 14
3.2 Qualitative Research 14
3.2.1 Research Design 14
3.2.1.1 Case Selection 14
3.2.1.2 Research Process 15
3.3 Quantitative Research 17
3.3.1 Research Design 17
3.3.1.1 Sampling 17
3.3.1.2 Questionnaire Design 17
3.3.2 Research Process 18

Chapter 4 Taiwanese Case Study 20
4.1 Branding Efforts 20
4.2 Acer Incorporation 23
4.3 Laurel Enterprises Corporation 34

Chapter 5 Comparison with Asian Country Cases 43
5.1 Introduction of Country Case Study 43
5.2 Performance & Brand Equity 44
5.3 Brand Management 45
5.4 Branding Activities 46
5.5 Customer Value 47
5.6 Brand Measure 47
5.7 Forming Questionnaire 48

Chapter 6 Survey Results 51
6.1 Survey Results of Taiwan 51
6.1.1 Sample characteristics 51
6.1.2 Descriptive Findings 52
6.2 Survey Results of Five Asian countries 70
6.2.1 Sample characteristics 70
6.2.2 Descriptive Findings 70

Chapter 7 Conclusion 90
7.1 Conclusion 90
7.2 Recommendation 91
7.3 Limitations of the Current Research 92
7.4 Suggestions for Future Research 93

References 94
Appendix 99
Books

1.Aaker, D. (1991). Managing brand equity. NY: Free Press.
2.Aaker, D. (1996). Building strong brands. NY: Free Press.
3.Aaker, D. (2000). Brand leadership. NY: Free Press.
4.Hague, P. & Jackson, P. (1994). The Power of Industrial Brands: an effective route to competitive advantage. Berkshire: McGraw-Hill International.
5.Kapferer, Jean-Nowl (1997). Strategic Brand Management: Creating and Sustaining Brand Equity Long Term. Kogan Page.
6.Keller, Kevin Lane (1998). Strategic Brand Management. Singapore: Prentice Hall.
7.Kotler, Phillip (2000). Marketing Management. Singapore: Prentice Hall.
8.Kotler, P., Swee Hoong Ang, Siew Meng Leong, Chin Tiong Tan (2003), Marketing Management: An Asian Perspective. Singapore: Prentice Hall.
9.Yin, Robert (2001). Case Study Research: Design and methods. Sage Publishing.

Theses

1.Cheng-Ming Wang (2004). Case study of food industry manufacturer's management strategy. National ChengChi University, Taipai. (in Chinese)
2.Hung-Jen Wang (2001). The Study on Competitive Advantages And Industry Analysis of Taiwan’s Frozen Prepared Foods .Feng Chia University, Taichung. (in Chinese)
3.Yu-Ming Chang (2004). Effect of Market Orientation on New Product Performance- Cases study of Freezing Industry in Taiwan. Chung Yuan Christian University, Taoyuan.(in Chinese)

Journals

1.Acer Chief on channel strategies (1995). Computer Reseller News, July 10, 638.
2.Abrahams, D. & Granof, E (2002). Respecting brand risk. Risk Management, 49(4), 40-48.
3.Acer Inc.: Accord Signed with Legend to Sell Computers in China. The Wall Street Journal, September 10 1996, A5.
4.Bradley Johnson (1997). Advertising Age, 68, 14.
5.Carolyn Whelan (1998). Why Acer lags in U.S. Electronic News, 44, 1.
6.Einhorn, Bruce, Andy Reinhardt, & Maureen Kline (2004). Acer : How Far Can It Ride This Hot Streak. BusinessWeek, May 17, 52.
7.Einhorn, Stuart Young & David Rocks (2000). Another About-Face for Acer. BusinessWeek, April 24, 146.
8.John A. Mathews, Charles C. Snow (1998). Organizational Dynamics , 27( 1), Summer, 65-74.
9.Kurtzman, Joel (1998). Thought Leaders: Insights on the Future of Business. San Francisco: Jossey-Bass.
10.Keller, K. L. (1993), Conceptualizing, measuring, and managing customer-based brand equity. Journal of Marketing, 57, January, 1-22.
11.K.L. Keller (1999). Managing Brands for the Long Run: Brand Reinforcement and Revitalization Strategies. California Management Review, Spring, 102-124.
12.Lyn S. Amine, Mike C. H. Chao & Mark J. Arnold (2005). Executive Insights: Exploring the Practical Effects of Country of Origin, Animosity, and Price–Quality Issues: Two Case Studies of Taiwan and Acer in China. Journal of International Marketing, 13, 2, 114-150.
13.Michael Ewing, Julie Napoli & Leyland Pitt (2001). Managing Southeast Asian Brands in the Global Economy. Business Horizons 44.
14.Matt Hines (1999). Acer Targeting Education. Newsbytes News Network, March 19.
15.Mathews, John A & Snow, Charles C (1998). A Conversation with The Acer Group's Stan Shih on Global Strategy and Management: Part 2 of 2. Organizational Dynamics, 27, no. 1, 65-74.
16.Morris Kathleen (1995). The Disintegration Model. Financial World, 164, 32.
17.Normandy Madden (1999). Acer takes on IBM, Compaq with campaign beyond Asia. Advertising Age International, 4.
18.Shapiro, Don (1995). Acer Takes America. Sales and Marketing Management, 147(11), 88.
19.Stan Shih (2002). Growing Global : A Corporate Vision Masterclass. (Singapore: John Wiley & Sons).
20.Tobi Elkin (1998). Acer trims brands, plots new positioning. Brandweek, 39, 15.
21.Tobi Elkin (1998). Acer Takes It from the Top, Easing 'Fear Factor' Among First-Timers. Brandweek, 39(38), 10.

Reports

1.Josh Feldmeth & Jeff Swystun (2007). The 2007 Brand Marketers Report. Interbrand.
2.Kei Kuriki (2008). Asian Corporation Brand Management: Japan. Japan.
3.Karamjit Singh (2008). Asian Corporation Brand Management: India. India.
4.Roslina Md. Isa (2008). Asian Corporation Brand Management: Malaysia. Malaysia.
5.Sasiwemon Sukhabot (2008). Asian Corporation Brand Management: Thailand. Thailand.

Web Site

1.http://global.acer.com/about/milestones.htm
2.http://global.acer.com/about/team.htm
3.http://www.brandingtaiwan.org
4.http://www.gio.gov.tw
5.http://www.laurelfood.com/company1.asp
6.http://www.laurel.com.tw/about.php
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