Research between Strategic Fit of Core Competence and Brand Strategy with Corporate Performance─Perspective of Taiwan DSC Company Growth Stage

• Main Authors: Jeng-Jie Wu, 吳政杰
• Other Authors: Horng-Der Lu
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/8gjzdz

碩士 === 中原大學 === 企業管理研究所 === 93 === Abstract The purpose of this research is mainly to discuss the influence of the strategic fit of core competence types and brand strategy on corporate performance, Based on the perspective of company growth stage. Under unfavorable conditions that Taiwan enterprises are narrow and small in the hinterland, resources are limited. In the face of the strong competitors of foreign countries, building constructing of enterprise's core competence is essential. Mainland of China offers the opportunity for management of the own brand of Taiwan after economic reform and opening-up. However, in order to seek one wave of new growth, it is to worth studying the topic probed into how to choose the best strategic fit during the different company growth stages. Through the related literary discussion, the framework of this research was established, in order to study the influence of the strategic fit of core competence types and brand strategy on corporate performance. Moreover, the company growth stage was regarded as the context variable to verify the affecting level of the business performance. In the area of evident research, in depth interview evident research has been conducted on four Taiwan DSC company managing the brand, which the important result was obtained as followed: 1. In the area of the business performance for the core competence categories, market-oriented type has better performance than technic-oriented type. 2. In the area of the business performance for the brand strategy categories, creative brand strategy has better performance than brand extension strategy. 3. There has difference in the four different strategic fit of core competence types and brand strategy on corporate performance; market-oriented brand extension strategy has the best performance, and technic-oriented creative brand strategy has the worst performance. 4. In the basis consolidated period, Taiwan DSC companies that adopt market-oriented creative brand strategy have the better performance. 5. In the organization operated period, Taiwan DSC companies that adopt market-oriented creative brand strategy have the worse performance. 6. In the steady growth period, Taiwan DSC companies that adopt market-oriented brand extension strategy have the better performance.