二十一世紀是以高科技資訊為主導的新型產業的世紀，也是一場經濟發展有史以來最重大的經濟革命。依據2015全國工業總會白皮書調查，在現今知識經濟挑戰下的產業發展，台灣傳統產業企業將面對經營風險、轉型趨勢、經營環境變動、產品生命週期縮短等問題。然而，傳統產業多為勞力密集的產業，如何永續經營，多角化經營將是一個轉變的趨勢。
企業在多角化的同時，將針對不同市場區隔，以不同的品牌作為行銷手段，以凸顯屬於該傳統企業之特質，或表徵。此表徵（即品牌）除了代表了企業的識別標誌外，更是企業的一種精神象徵、一種價值理念，是品質優異的核心體現。因此，企業的品牌管理相對益發重要。如企業集團在多角化的經營上，運用多品牌作為行銷手段，則不同品牌應如何產出及運用?如何管理?如合保護?將會是傳統產業在多角化下，以多品牌作為行銷手段的一個重大議題。
因此，本研究將以台灣傳統產業中，成立60年的飲料、食品企業-K企業集團作為研究個案，個案公司雖以清潔劑產業起家，卻是在飲料產業站穩腳步，成為廣為人知罐裝飲料的製造商。經營的過程中，在面臨各項傳統產業之衝擊時，運用多角化經營，因應不同產業設計及使用多樣品牌作為公司策略，使企業集團持續壯大。本研究著眼於個案公司之多角化過程及管理策略，嘗試提出包括設計行銷、智慧財產等相關建議，除可供個案公司參考外，並可供類似企業作為多角化經營管理之依據，以帶動欲以多角化作為轉型或突破企業之發展。

Twenty-first Century is a century of New Type Industry led by high-tech information and is also a most highly important economic revolution in the history of economic development. According to Chinese National Federation of Industries White Paper in 2015, conventional industries in Taiwan are mostly labor-intensive which leads to issues we are facing today, such as management risks, transformation trend, changes in marketplace, and product life cycle shortening. To answer to the question of sustainability, it is important therefore to look at the extent to which diversification is incorporated in business strategy.
Diversification refers to using different brands to target at distinct market segments in order to emphasize the idiosyncratic features possessed by its own company. This features (or brands) are the core value of any company. They are not merely an identification, but also represent a spiritual symbol, a value, and an expressiveness of the quality. As such, it is important for companies when it comes to brand management. Companies using diversification as a means to sustain its business should take a close look at applications of multiple brands and ensure they function properly as well as survive in its own target market.
In this research we base on K-group, a company with sixty years operating history, to see how a conventional company initially setting out as a detergent company became a well-known beverage manufacturer by applying diversification strategy. In the respect of brand management, we scrutinize the strategies from K-group and propose related suggestions about marketing strategies and intellectual property. It is hoped that findings in the current research could be not only a good reference for K-group but for others in terms of diversification management.

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