| Summary: | 碩士 === 輔仁大學 === 織品服裝學系 === 99 === Domestic textile industry was facing tough competition in the international market. Our textile industry continuously used OEM-orientated as the resources and capabilities of competitive strategy planning and to get the sustainable competitive advantage. Facing the changing environment, we should have the strategy thinking to integrate the channel and brand to create the value added by using the current resources and capabilities.
This research was a case study. The literature review was to explore the resources and capabilities of the brand channel members. And what were the resources and capabilities to set up the channel strategy, and how to gain the sustainable competitive advantage.
The result found that corporate resources and capabilities could be better applied as follows:
1. If corporate had a better efficiency; they could use the cost leadership strategy, meanwhile adopting the extensive channel strategy.
2. If corporate had a better quality; they could use the cost leadership strategy, meanwhile adopt the integrated channel strategy.
3. If corporate had a better innovation; they could use the differentiation strategy, meanwhile adopting the extensive channel strategy, and low cost manufacture and marketing process.
4. If corporate had a better customer response, they could use efficiency, quality and innovation to create value added and differentiation and cost leadership strategy.
5. The cost leadership strategy was applied to the short level channel structure; meanwhile the cost leadership strategy was applied to high integrated channel, to speed the mutual communication and create the competitive advantage.
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