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研究生:魏均綻
研究生(外文):Chan-Chun Wei
論文名稱:國際服飾精品的進入模式與競爭優勢—以ZARA為例
論文名稱(外文):A Study of the Entry Model and Competitive Advantageof International Fashion Brand-The Study of ZARA
指導教授:楊坤鋒楊坤鋒引用關係
指導教授(外文):YANG KUEN FENG
學位類別:碩士
校院名稱:逢甲大學
系所名稱:國際經營管理碩士學位學程
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:2009
畢業學年度:97
語文別:中文
論文頁數:111
中文關鍵詞:進入模式快速時尚競爭優勢品牌形象經營模式關鍵成功因素
外文關鍵詞:Entry modelfast fashioncompetitive advantagesbrand imagebusiness modelkey success factors
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對一企業而言,品牌經營需要長期且全心全意地投入,而不是只注重短期的利潤經營。僅是抱持著過份「簡單化」及「掉以輕心」的心態,未能傾全力將品牌經營視為縝密的計畫來執行,往往是國內企業常見的缺失。
許多品牌是在地化做好之後,才走上全球化;有些品牌則是全球化做好之後,再走向在地化,各有不同的經營模式。
無論在地化、全球化,經理人都必須先釐清經營模式、獲利模式以及公司的策略架構,如此才能有效地複製整套經驗,再往其他國家開發。若想進軍更先進的國家一定要具備獨特的文化素質及品牌形象,藉由差異化、取得競爭優勢,吸引市場的注意,同時具備整合當地的通路及資源,否則很難做到品牌國際化。
以臺灣的紡織服飾業者而言,在製造、代工能力上已經是累積相當的能力,也具有相當的規模及發展,目前處於轉型期的當下,不論在地化、全球化都要「品牌化」,也就是說產品要跟別人不一樣,要有自己突出的特色,而品牌就具有這種識別的能力。
故本研究作者藉由探討國際服飾品牌的進入模式與競爭優勢,並以ZARA為研究個案,說明國際品牌ZARA的關鍵成功因素。
ZARA的經營理念就是要讓精英流行(elite fashion)的設計大眾化、縮短流行服飾的生命週期,使之成為一種穿過十次左右即可拋棄的產品。業界與學術界多將這樣的理念形容為「快速流行」。
本研究作者希冀深入了解快速流行的定義,以及ZARA 的經營模式與定位策略。由ZARA 的成功因素中,探討流行服飾業者實踐「快速流行」定位所需具備的資源與核心能力,以及快速流行是否可以是流行服飾業者的競爭優勢。
本研究結果發現,可藉由了解此種快速流行、快速反應的經營模式,讓臺灣的流行服飾業者及其他產業的品牌經營業者,在經營品牌形象時,更了解企業本身如何配置資源及能力,運用策略進而取得競爭優勢,作為臺灣流行服飾業者經營的決策參考建議。
To a business organization, brand building and management require long-term overwhelming devotion and patience instead of focusing on short-term benefit. Most business organizations fail to manage a brand with meticulous long-term plans and full concentration, which is the common error in Taiwan.
There are different ways of managing a brand. Some brands go to Globalization after localization, others go the opposite way. No matter what way a professional manager adopts, he must clarify the business models, profit-making models and competitive advantages of his company. Thus, the experiences can be effectively duplicated in other countries.
To enter a well-developed country, a brand must be equipped with unique culture quality and brand image, which is the competitive advantage—differentiation. Meanwhile, integrating local channels and resources is indispensible for a brand to enter the international market.
To a certain extent, domestic apparel industry is known for its manufacturing and OEM capability. During this period of transition, both localization and globalization have to differentiate themselves, having its own features. That’s why we have to build a brand to be distinguished from others.
Therefore, the researcher tends to probe into the entry models, competitive advantage and branding strategies, expanding the key success factors of an international brand by taking the example of ZARA.
The management philosophy of ZARA is to let Elite Fashion go popular and shorten the life cycle of a product, being disposable after ten-time use. The concept is so called “fast fashion” by the academia.
The researcher tends to realize the meaning of fast fashion, ZARA’s business models and positioning strategies. What resources and core competence are required for apparel industry to put fast fashion into practice? Also, understand if fast fashion can become a competitive advantage in apparel industry.
The research result finds that by adopting this business model of fast fashion to manage brand images, managers in apparel and other industries can realize more about their own competitive advantages.
目錄
第一章 緒論
第一節 研究動機
第二節 研究問題與目的
第三節 研究範疇和限制
第四節 研究流程
第二章 文獻探討
第一節 企業特性與競爭力
第二節 競爭優勢與核心能力
第三節 國際市場進入模式與理論
第四節 資源基礎觀點
第三章 研究方法
第一節 研究架構
第二節 研究方法
第四章 個案描述與分析研究
第一節 流行服飾零售業定義、分類與特色
第二節 服飾零售業供應鏈
第三節 國際紡織產銷現況與預估
第四節 流行服飾業消費者類型與行為
第五節 ZARA的進入模式與經營策略
第五章 資料分析與研究發現
第一節 影響品牌母公司進入模式因素
第二節 進入模式對於行銷策略主導權的影響
第三節 地主國對進入模式改變的因應之道
第六章 結論與建議
第一節 研究整理及歸納
第二節 命題發展
第三節 研究建議與結論
第四節 後續研究建議
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