| Summary: | 碩士 === 國立雲林科技大學 === 企業管理系 === 104 === ABSTRACT
Taiwan footwear industry was transferring business model from OEM to OBM with the change in China market. Companies started to create brands and sell products to domestic market. In pace with the bump growth of China economy, consumption per person increased and the sales number of China shoe market was massive and steadily increased. China, a country that advocating brands; the higher brand competitiveness, the greater market activity right business it becomes. In the immense Chinese consumer market, the use of brand strategy became the key issue.
The paper explored the use of Taiwanese footwear industry management and multi-brand strategy in China. Focusing on the actual practice of the branding, acquisition, and exclusive agent, method to implement a successful multi-brand strategy, and resource allocation. Daphne international Holdings, a multi-brand strategy managing in China market was selected for case study. Using in-depth interview method to closely investigate how multi brands were collected and formed. Proposition of this paper are as follow:
1. Before executing multi-brand strategy, it is better for a corporate to have accumulated experience and strong financial support.
2. The brand post-merger integration and brand future development should be both included in pre-merger consideration.
3. The brand’s agency business appropriate performance and the importance of contract length has positive relevance.
4. Resource configuration scale of multi-brand strategy will affect the depth of brand management.
Keywords: multi-brand, brand management, brand strategy, shoe industry
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