The shoes international branding of late coming enterprise

• Main Authors: Wan-Mei, Li, 李婉美
• Other Authors: Hsin-Mei, Lin
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/31113740126309985986

碩士 === 國立暨南國際大學 === 管理學院經營管理碩士學位學程碩士在職專班 === 98 === Since the Taiwan shoes industry had boomed by focusing Original Equipment Manufacturing (OEM) and Original Design Manufacturing (ODM), many competitors flooded into the market. Nowadays the competition becomes more and more malicious, the profit can’t be raised and the enterprises are losing their competitiveness. To develop a self-brand to increase value-added and the sustainability of development leads the way to success. However many enterprises are remaining in the early stages of developing their own brand, still focusing OEM and ODM business, and are lack of sufficient resources to internationalize their self-brands. Due to most studies were focused on enterprises internationalization, brand equity, and branding strategy, seldom discussed how to do international branding of latecoming enterprise in the shoes industry deeply. The study mainly explores how to manage the brand internationalization of the latecoming enterprises in the Taiwan shoes industry. Based on management perspective, this study propose management process of international branding, and divide internal branding process into four stages including evaluation, strategic planning of market entry, strategic branding planning, and branding program execution. The major findings of this study are: 1. The first stage: When the latecoming enterprises are internationalizing and creating its own brand value, knowing its position and the differences from others are necessary for developing products. 2. The second stage: This stage must evaluate core capability, marketing infrastructure and leaders support to choose brand entry mode. Building brand also use local resource and choose the best partners. 3.The third stage: The international latecoming enterprises should exploit the global marketing channel and logistic, monitor the development of the brand. 4. The forth stage: When planning branding strategy and executing global activities, it has to delegate the authority to the local dealer and employ the human resources. Both headquarter and branch must coordinate and build two-way communication, as well as track and evaluate branding performance of key international market.