| 摘要: | 為了要瞭解精品業事業經營模式、國內外精品公司在事業經營上之差異，以及精品產業的關鍵成功因素，首先經由文獻探討與彙整比較後，以Hamel所提的事業經營模式作為研究觀念性架構，分別為核心策略、策略性資源、顧客介面、價值網路、連結橋梁，以及財富潛力。本研究採用多重個案研究與質性內容分析法進行探討，個案研究對象選擇以法國品牌Louis Vuitton與美國品牌COACH作為國外精品公司代表；夏姿服飾作為國內精品公司代表，並透過跨個案分析比對，以達到客觀性的分析結果。 經過本研究的分析，推得精品產業的事業經營模式有二十個命題：核心策略三個、策略性資源七個、顧客介面四個、價值網路二個、連結橋梁三個，以及財富潛力一個。同時再將命題經由關聯性歸納及統合後，整理出精品產業七大關鍵成功經營因素，分別為：建構品牌內涵、創造品牌價值、提供顧客利益、傳遞品牌魅力、開發國際市場、營運協調一致，以及維持穩定獲利。國內外業者在經營上的差異，主要為傳遞品牌魅力與開發國際市場兩方面有明顯落差，這即為國內業者在未來進軍國際必須努力改善之處。 In order to understand the business model of luxury-goods industry, the differences between domestic and foreign luxury-goods companies’ business model, and the key successful factors of luxury-goods industry, after literature review and comparison, the research adopts Hamel’s business model as the framework, which includes core strategy, strategic resources, customer interface, value network, linked bridge, and wealth potential, and adopts multiple-case study and content analysis to discuss two foreign companies - Louis Vuitton and COACH, and one domestic company - SHIATZY CHEN to achieve objective results by using the cross case study. After analysis, the research gets twenty propositions: three in core strategy, seven in strategic resources, four in customer interface, two in value network, three in linked bridge and one in wealth potential. Then the research adopts relatedness induction and integration to get seven key successful factors, which include constructing brand content, creating brand value, offering customer benefit, transmitting brand glamour, developing global market, consisting with business coordination, and maintaining stable profit. The main differences between domestic and foreign company are transmitting brand glamour and developing global market, and these are the improvement suggestions for domestic companies. |
