傳統製造商是以 OEM/ODM 為其營運模式主要其特色在於低成本及其彈
性之製造能力，寢具品牌通路商 BL 之集團公司為一專業代工製造廠從事成
衣、寢具、羽絨代工和羽絨原料買賣。隨者全球化競爭所面臨的產業分工與
結構改變，造成勞動市場人力不足。而產業因成本考量逐漸外移其他新興國
家，傳統代工產業也隨時調整因應本身的發展策略甚至改變經營模式以維持
企業之永續經營。
專業代工廠的核心競爭力在於產品製造生產能力，而不在產品的行銷能
力，個案公司欲藉由集團專業代工一條龍自產自銷之概念進而發展自有品牌
行銷並藉由發展品牌的過程中累積資源增加經營品牌的能力。但做自有品牌
必須要有其獨特性才能在市場有特殊的品牌形象，品牌通路管理和製造業的
管理不同的思維模式在不同市場領域更是南轅北轍，並牽涉到集團資源分配。
本研究透過從專業代工製造商發展品牌的過程中，以『B』公司發展品
牌過程作為個案，希望經由品牌發展不同階段之企業能力及國內寢具市場之
競爭對於個案長遠性發展之障礙，並藉以 SWOT 分析個案集團公司之專業代
工產業跨足品牌行銷之資源分配及策略發展。從個案公司一條龍產銷到未來
品牌發展，站在資源分配及市場長遠發展觀點來看何者對品牌最有利的發展
及策略，進而作為企業經營決策上之參考。

Traditional manufacturers adopt OEM/ODM as their operation mode, which is
mainly characterized by its low cost and flexible manufacturing capability. The
bedding brand thoroughfare company, BL Group Company, is a professional OEM
manufacturer engaged in garment, bedding, down foundry, and down raw material
trading. The industrial divisions of labor, structural changes in the workforce, and competition among talents at the global scale have resulted in a shortage of
manpower in the labor market. As many industries gradually move out to other
emerging countries due to cost considerations, the traditional OEM industry adjusts its own development strategy and even changes its business model to ensure the sustainable operation of its enterprises.
The core competency of professional OEM factories lies in the production
capacity rather than in the marketing capacity of their products. The case company aims to develop its own brand marketing by adopting the “one-stop self-production and self-marketing” concept of OEM and to enhance its capabilities in managing its brand by accumulating resources in the process of brand development. However, to engage in OBM, the company must develop a unique and special brand image in the market. The different thinking modes of brand thoroughfare and manufacturing industry management in different market areas are far from each other and involve the allocation of group resources.
This study takes the brand development process of “B” company as a case and
identifies the obstacles that hinder its long-term development by analyzing its
capacities at different stages of its brand development and its competition in the domestic bedding market. SWOT is performed to analyze the resource allocation and strategic development of the professional OEM industry of the case group
company. The one-stop production and marketing as well as the future brand
development of the case company is also examined from the perspectives of
resource allocation and long-term market development. The most advantageous
brand development strategy for the case company is also identified and used as
reference for business decision making.

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