Impact of market position and channel strategy on brand competitiveness- Based on Chinese women’s apparel industry.

• Main Authors: YUHAN,CHANG, 張寓罕
• Other Authors: Dr. Zhe Sheng, Hu
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/11090225820652670439

碩士 === 輔仁大學 === 管理學研究所 === 98 === A case study that focuses on the business development of an apparel company in China.To take “Impact of market position and channel strategy on brand competitiveness- Based on Chinese women’s apparel industry”as the topic of this research. Research will be centered on the strategy a Japanese apparel firm utilized to build brand equity and market influence. The goal of the case study is to develop hypothesis based on actual business operation. 1. The methods that a firm employ to position and segment the market based on existing conditions and market peculiarities. How the firm builds brand equity and extend market influences starting from single store operation to different territories. 2. How the selected builds brand competitiveness based on market positioning and different distribution strategies. This is a case study of Taiwanese/Japanese joint venture holding company operating Japanese labeled female apparel (including shoes and cosmetics). The company specializes in brand marketing and management within the greater China market with the core business of operating multiple brands across different channel and market segments. The company emphasizes international brand building and channel distribution strategy. The core strength of the company is building brand equity and influence through development of appropriate product mix for different distribution channel based on market differentiation and segmentation across multiple territories. Company operation is based on the above requirements, further supported through leveraging multiple channel resources and minimizing investment risks in order to rapidly adjust to changing market conditions.Research data obtained through multiple sources a. Interviews with key decision makers and business planners from subject company b. Insider information from company c. Official government data and unofficial business information in supplement Research finding contains as below:Brand competitiveness equals brand equity and can be measured by the power a brand wields. Through research, we have confirmed that brand competitiveness can be reflected by the influence exerted by the brand’s retail strategy. Through in depth research as well as actual operation, we discovered that during brand development, you can systematically and scientifically position the brand with an effective retail strategy. An appropriate retail strategy will allow the company to decide order of brand entry, prepare better business expansion plan, more efficient allocation of resource, and proper operational method (director retail or through distributor). It is crucial for a company to evaluate the competitiveness of its brand and product mix versus its distribution channel. The company needs to develop an in depth knowledge of where the power lies between a company brand and the brand of distribution channel. With this understanding, the company will then analyze and decide between three core strategies to build brand equity. After selecting its market position and real estate strategy, the company can choose between using the corporate brand, distribution brand, or combination of the two to establish and build its brand. The heart of the three mode of operation lies in using the brand as the mean, channel as the way. The company brand is based on the image and influence of its distributor, therefore the firm needs to grasp the strengths and weaknesses of different channels to meet its goals. Brand equity will be accumulated as the company establishes the correct perception of the brand in front of not only the consumer, but channels and distributors. This research is based on the case study of a firm’s successful entry into the Chinese market. For any person interested in entering the Chinese market, feel free to research the actual operation method of subject firm, and evaluate your own brand competencies. It is my belief that with thorough evaluation of market forces and a strong understanding of distribution channel, the three different brand operation strategies stated above should be beneficial in the establishment of brands across different industries and territories in China. The key is whether the entry firm has spent enough time evaluating its distribution and operational strategy beforehand. In addition, the strategy of operating concept stores needs to be adjusted before the concepts from this research can be applied.