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研究生: 嚴武隆
Wu lung Yen
論文名稱: 品牌價值創新研究以萬寶龍MONTBLANC品牌為例
BRAND VALUE INNOVATION A CASE STUDY ON MONTBLANC
指導教授: 梁瓊如
Chiung-Ju Liang
口試委員: 林盈利
Ying-Li Lin
紀佳芬
none
學位類別: 碩士
Master
系所名稱: 管理學院 - 管理研究所
Graduate Institute of Management
論文出版年: 2008
畢業學年度: 96
語文別: 中文
論文頁數: 160
中文關鍵詞: 核心價值價值創新管理創新成功關鍵因素競爭優勢
外文關鍵詞: Competitive advantages, the key success factors, management innovation, the value of innovation, core values
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  • 企業經營成長具有週而復始的循環性(growth is cyclical),企業經理人在公司進行成長導向(growth–oriented),追求突破性創新應該是最後才嘗試的成長策略。

    綜觀現有產業,如同在棒球賽中一心想擊出大滿貫全壘打,或在賭馬賽中押三連勝(trifecta)一樣,全力追求創新是非常刺激的。

    管理面創新內涵包括:營運創新、產品創新、策略創新、管理的創新。在這個極度競爭的世界裡生存,卓越的營運績效是必要條件。假如沒有豐田式(Toyota)的管理面創新或是宜家家居(Ikea)的突破性經營模式創新,營運創新很難創造決定性長期優勢,舉凡獨霸歐洲市場愛爾蘭低價航空公司Ryanair、蘋果公司iTune網路音樂商店、 西班牙Zara時尚平價服飾,像這種殺手級商業模式可以位策略創新者創造數十億美元市值,一個獨特商業模式甚至比跳脫常規的管理系統還要容易被對手接收與反制。舉如沃爾瑪Wal-Mart、好市多Costco與標靶百貨(Target)、JetBlue、Southwest Airlines多無一倖免成為被模仿學習與超越的對像。本研究就管理創新( Management Innovation ),針對時尚精品集團股價上漲達34%,精品指數漲幅是半導體指數的三倍,高盛、美林、瑞士信貸證劵分析師認為:未來五到十年,投資精品時尚上市公司是最好的主意。

    成衣業與奢侈品業,產品的功能一樣,企業經營的內涵卻有如天壤之別,同與不同,似在一線之隔,實則發揮出嶄新的價值創造—管理創新。

    價值創新追求的是公司成長帶給股東的最大利益。而價值創新的來源從何而來呢?

    科技產業的價值創新主要是以產品的技術創新為主,產業競爭與差異化的結果,使得產品的功能越來越複雜,經營利潤卻越來越低,這是企業經營者的期待嗎?

    綜觀所有產業,經營效益最高的產業不是技術不斷領先的高科技業,而是一般人不知不覺受其影響的時尚產業,為什麼呢?

    價值創新的過程中,何種創新能帶來最大的經營效益?

    本研究藉由個案研究的方式,蒐集、整理官方資料、初級資料、及次級資料,來深入探討以價值創造管理來做為品牌競爭策略時所可能獲得的好處,及可能需面對的問題。以下為本研究之主要目的:
    1、管理創新對品牌價值提升的相關性。
    2、品牌價值創新在管理創新成果中具有相當的影響力。
    3、管理創新是企業經營績效與企業價值提升的關鍵。
    4、推衍管理創新對企業經營績效與企業價值提升的模式,提供另類產業學習參考。

    因此本研究在企業各個階段須伴隨不同創新歷程,達永續經營與股東創造價值的目的。本研究以時尚產業的價值創新為研究目標,提出價值創新是企業經營績效與企業價值提升的關鍵。本研究結合國內外研究企業價值創新的文獻與產業的實務經驗,推衍出管理創新對企業經營績效與企業價值提升的模式,提供另類產業參考。


    Business with the cycle of growth, a business manager in the company for growth-oriented, the pursuit of breakthrough innovation should be a last resort only to the growth strategy. Looking at the existing industry, as in a baseball game in the mind to hit a grand slam home run, or betting on horse races encumbered 3-0 (trifecta), the full pursuit of innovation is very exciting.

    Management of innovative content including: Business innovation, product innovation, strategy, and management innovation. In this highly competitive business world of survival, excellent operating performance is a necessary condition. If there is no Toyota Management innovation, or innovation of the management of IKEA, a breakthrough business model innovation, and innovation to create operating decisive long-term advantage to dominate the European market ever Irish low-cost airline Ryanair, Apple's iTune Music Network ,Spain Zara fashion stores cheap clothing, as this can be killer business model of innovation strategy to create billions of dollars in market value, a unique business model than even go beyond the conventional management system to easily receive and measures against opponents. When Wal-Mart and Costco more good target department stores, JetBlue, Southwest Airlines spared become more learning and imitation like transcendence.

    This study on the management of innovation against Lifestyle Group shares rose 34 percent, or quality index is three times the semiconductor index, Goldman Sachs Linruishi credit is the United States Securities analysts said: The next five to 10 years, investment quality fashion listed companies are the best idea.

    Clothing industry and the luxury goods industry, the product features, but the connotation of business such as poles apart from the same and different, it is in the forefront of the following fact, play a new value creation - Management Innovation.

    Value Innovation pursuit of the company's growth brings in the best interests of shareholders. And the values of innovative sources come from?

    The value of innovative technology-based industries are the main products mainly for technological innovation, industrial competitiveness and differences of the results, allowing for more complex functions, operating profits are getting low, it is the expectations of the operators?

    Looking at all the industries, and operating efficiency is not high technology industry's leading high-tech industry, but most people unconsciously affected by the Luxury goods & fashion industry, why?

    Value Innovation in the process of innovation which can bring the greatest operating efficiency?

    This study through case studies, collection, collation of official information, primary data and secondary data, the depth of management to make value creation strategy for the brand competition by the benefits that may be obtained, and may have to face the problem . Following the main purpose of this study:
    1. Management Innovation on the brand value of the correlation.
    2. Brand value innovation in the management of innovation results in a considerable influence.
    3. Management innovation is the business performance and enhances the value of the key enterprises.
    4. Management innovation of enterprises operating performance and enhance the value of enterprises to provide alternative learning industry reference.

    In this study, in various stages of enterprises should be accompanied by different innovation process to create sustainable shareholder value and purpose. In this study, the values of innovative Luxury goods & fashion industry for research objectives by the value of innovation is the business performance and enhance the value of the key enterprises. This study on the value of enterprises at home and abroad and innovative literature and the practical experience of industry, Management innovations on business performance and business value of upgrading to provide an alternative industry reference

    中文摘要IV ABSTRACTVII 誌謝IX 圖目錄XII 表目錄XV 第一章緒 論1 第一節研究背景2 第二節研究動機3 第三節研究目的6 第四節研究流程7 第二章文獻探討8 第一節價值創新8 第二節管理創新18 第三節P&G的管理創新模式--「互通與開發」23 第四節技術創新30 第五節3M的管理創新模式--「領先使用者」31 第六節顧客價值及營運服務創新34 第七節價值創新開創市場38 第八節「創新」網絡化新規則42 第三章個案時尚產業背景---萬寶龍品牌價值創造50 第一節時尚產業簡介50 第二節時尚產業傳播模式56 第三節時尚產業的競爭力分析59 第四節時尚產業的品牌價值65 第五節時尚產業價值創造74 第六節萬寶龍品牌相關研究78 第七節品牌市場區隔87 第八節品牌差異化89 第四章個案研究---萬寶龍品牌創新91 第一節品牌價值創新---從核心價值穩健向外擴張91 第二節時尚精品品牌的奢華塑造97 第三節品牌關鍵成功與失敗因素102 第四節時尚精品品牌的價值創新105 第五節時尚產業價值創新策略111 第五章個案研究---萬寶龍品牌價值創造管理115 第一節萬寶龍MONTBLANC 品牌核心價值115 第二節複製核心價值穩健向外擴張115 第三節品牌策略分析118 第四節品牌產品創新120 第五節萬寶龍品牌價值創新126 第六節萬寶龍品牌管理創新127 第七節 精品集團策略影響129 第六章研究結論與建議133 第一節時尚精品業的價值創新管理借鏡133 第二節品牌價值創造拆解流程圖138 第三節結論140 第四節附件 RICHEMONT GROUP管理者柏拉特(NORBERT A. PLATT)簡介141 參考文獻143

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    網路資料:
    Gucci網站http://www.gucci.com/
    LVMH網站http://www.lvmh.com/
    Richemont網站 http://www.richemont.com/
    Chanel網站http://www.chanel.com/
    Christian Dior網站 http://www.dior.com/pcd/International/JSP/Home/prehomeFlash.jsp
    Calvin Klein網站http://www.calvinklein.com/
    Prada網站http://www.prada.com/
    Ralph Lauren網站http://www.ralphlauren.com/frontdoor/index.jsp
    法藍瓷網站http://www.franzcollection.com.tw/
    捷安特網站http://www.giant-bicycles.com/zh-TW/

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