台灣中小企業在面臨代工轉型到國際的自有品牌，從1980年代起這樣的模式起源於宏碁電腦（Acer）與巨大工業的捷安特自行車（Giant）對於公司強大的改變獲利的野心。本研究中的太平洋自行車公司，雖然也是與一般中小企業相同，基本上是與其他中小企業無異於由OEM至ODM再到OBM發展歷程。然而太平洋在ODM的過程內，卻與客戶獨特的演化出「共享品牌」互利共生的特殊模式，這樣的特殊經營模式是在中小企業內絕無僅有的。
本研究透過公司的次級資料收集、產業的相關資訊、實地訪談、結合資源基礎觀點的理論基礎上，用資料與文獻整合出本研究的分析成果，這些成果能去解釋該個案公司的資源，如何形成公司現在的競爭優勢。更深入的是，這些競爭優勢如何達到能保持持續性的品質。
本研究認為太平洋與客戶保持如此特異的互動模式，有很大的原因在於客戶與太平洋合作新產品開發時，因為太平洋憑藉本身高度差異化、客製化研發設計團隊，所以可以主導產品發展的方向，並且獲得各個合作品牌；於不同銷售區以客戶的產品品牌名進行區域銷售，同時卻還能保留住該產品修改的最終決定權力。
最後，太平洋在數位行銷上的弱點，本研究也在結論中給予具體的建議，同時也發現數位行銷環境的打造是結構性的問題，因此，給予產管學三界的總體策略建議。

Since the 1980s, this model has originated from the ambitions of Acer and Giant Industrial changing their corporate strategy to profit more than before. SMEs (Small and Medium Enterprises, SME) in Taiwan are facing the transformation from OEM to international private brands.
In this study, Pacific Cycles Inc. is similar to the general transformation procession of SMEs. Pacific Cycles Inc. is basically the same as other SMEs development path from the OEM to ODM, and finally OBM. However, in the ODM process, the Pacific has uniquely evolved a special model of “shared brands” with their customers. This special business model is unique among SMEs development path.
Based on the company''s secondary data collection, industry-related information, field interviews, and resource-based perspectives, the study integrates data and literature into the analysis results of this study. These results can explain the resources of the case company the way it turns into the company''s current competitive advantage. More profoundly, how can these competitive advantages reach the quality that can maintain sustainability?
In the end, the weakness in the digital marketing of the Pacific was gave specific recommendations in the conclusions. And this study found that the establishment of a digital marketing environment was a structural issue. Therefore, it gave overall strategic advice to the Combination of Industry, Official and University.

論文審定書 i
誌　謝 ii
摘　要 iii
Abstract iv
目　錄 v
圖　次 vii
表　次 viii
第一章　緒論 1
第一節　研究背景動機 1
第二節　研究目的 1
第三節　研究流程 2
第二章　文獻探討 3
第一節　品牌的定義與意義 3
第二節　品牌權益 4
第三節　資源基礎觀點 5
第四節　企業的競爭優勢 10
第三章　研究設計 18
第一節　研究結構 18
第二節　研究方法 19
第三節　資料蒐集 21
第四章　個案分析 22
第一節　產業介紹 22
第二節　企業介紹 29
第三節　國際市場競爭概況 35
第五章　品牌策略的經營歷程 40
第一節　OEM代工時期、轉型過程 40
第二節　轉型過渡期間，累積十年的設計價值 43
第三節　轉型後ODM、OBM的獨特經營模式 45
第四節　持續性的競爭優勢來源分析 47
第五節　結論 50
第六章　結論與建議 53
參考文獻 59
一、英文 59
二、中文 61
三、網路 61
附件一：太平洋自行車股份有限公司訪談大綱 62
附件二：太平洋自行車股份有限公司訪談完整逐字稿 63

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二、中文
方至民 （2015） 。策略管理。前程文化。
太平洋自行車公司。經濟部第3屆中堅企業實質審查複審簡報，未出版。
吳芝儀與廖梅花 (譯) (2001)。質性研究入門—紮根理論研究方法 (原作者：Strass, A., & Corbin, J.)。嘉義：濤石。 (原著出版年：1998)。
林婷玲、劉恆逸、謝美珍（2009年）。產業與管理論壇_太平洋自行車，未出版。
徐宗國 (譯) (1997)。質性研究概論 (原作者：Strauss, A., & Corbin, J.)。台北市：巨流。 (原著出版年1990)。
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經濟部工業局。100年度產業創新騰龍搶珠計畫，分項計畫「創新經營管理示範輔導及推廣宣傳」。國內創新個案研析報告，未出版。

三、網路
太平洋自行車公司（2018年）。企業簡介。取自http://www.pacific-cycles.com/TW/About
吳慧玲（2017年）。自行車內容產業專業人才需求調查【經濟部工業局】。取自http://itriexpress.blogspot.tw/2015/03/2015-2017_29.html?m=1
李昆忠（2013年）。台灣自行車產業趨勢分析【管理知識中心】。取自http://mymkc.com/article/content/21675
帥騎網（2015年）。有着折叠车之王称号：德国birdy鸟车。取自https://baike.baidu.com/item/鸟车
站狗Jeff（2014年）。自行車產業分析 – 巨大VS美利達【財報狗網誌】。取自http://statementdog.com/blog/archives/7176。
財經知識庫。自行車【知識庫百科】。取自https://www.moneydj.com/KMDJ/Wiki/WikiViewer.aspx?KeyID=2fbd2ac3-0b1b-4934-ba4b-5c87183fc890
經濟部統計處新聞稿（2017年）。我國自行車及其零件在荷蘭、英國、中國大陸進口市占均居冠，具領先優勢。取自https://www.moea.gov.tw/MNS/populace/news/News.aspx?kind=1&menu_id=40&news_id=61900
鼎新電腦股份有限公司（2015年）。太平洋自行車：我們只做最難生產的折疊車，做最大的小公司!(上)。取自https://www.youtube.com/watch?v=KsU0HCR0D4g
鼎新電腦股份有限公司（2015年）。品牌共享的合作模式，讓太平洋成功度過破產危機_太平洋自行車(下)。取自https://www.youtube.com/watch?v=Plr4zUcIQro