創建品牌十個為什麼 lecture 2 -student version · 2014-10-29 ·...

創建品牌:十個為什麼?創建品牌:十個為什麼?(工業貿易署- 品牌推廣研討會)

第二講品牌策略 : 中小企如何有效定位品牌策略 : 中小企如何有效定位

Professor Stella L.M. So蘇麗文教授

2011年4月20日2011年4月20日香港中文大學工商管理學院市場學系

Prof. Stella L. M. So, CUHK1

今日講座的內容包括：今日講座的內容包括1. 概括第一課的內容 – 為什麼強勢品牌是重要的？

2. 為什麼中小企需要建立品牌?

3. 為什麼中小企不能有效地運用品牌力量? • 品牌游擊戰 (Guerrilla Branding)• 品牌策略

4 為什麼需要為品牌設定目標和定位?4. 為什麼需要為品牌設定目標和定位?• STP strategy• Differentiation and Blue Ocean Strategy (藍海策略)• Differentiation and Blue Ocean Strategy (藍海策略)

5. 為什麼有部分的香港中小企業可以脫穎而出?

Prof. Stella L. M. So, CUHK

• 真實案例2

什麼是強勢品牌?什麼是強勢品牌?

市場上沒有好品牌與壞品牌之分市場上沒有好品牌與壞品牌之分

只有強勢品牌與弱勢品牌之別只有強勢品牌與弱勢品牌之別


強勢品牌帶來的好處?

對客戶的價值

品牌忠誠度

購買原因

對客戶的價值

較易選擇增強信心

增加滿意度

品牌品牌認知度

購買原因

正面的態度

/感情

增加滿意度

品牌

資產品質理解(Perceived Quality)

/感情

熟悉感覺

競爭優勢對公司的價值(Perceived Quality)

品牌聯想強勢品牌

競爭優勢對公司的價值

效率與效能品牌忠誠品牌忠誠品牌伸延

競爭優勢

Prof. Stella L. M. So, CUHK Source : Based on Aaker (1996) Building a strong brand4

SME 與品牌SME 與品牌


中小企業定義

《商業登記條例》（第章）《商業登記條例》（第310章）

• 公司從事製造業 : 在香港僱用人數少於100人

• 從事非製造業從事非製造業在香港僱用人數少於50人

• Small and Mini Enterpreneuers (微企)

Prof. Stella L. M. So, CUHK 6Source: 中小企業信貸保證計劃 http://www.smefund.tid.gov.hk/chi/sgs.htm

中小企建立品牌時的挑戰中小企建立品牌時的挑戰

• 時間有限 Long term strategy• 資金有限• 缺乏品牌管理經驗或專才 (技術)• 缺乏品牌管理經驗或專才 (技術) • 管理風格、營運方式與大型組織有別

例如: 一人身兼多職、管治上較具人治色彩色彩


中小企建立品牌時的優勢中小企建立品牌時的優勢

體質小巧易於創新• 體質小巧，易於創新• 彈性較大，能更快回應顧客需求• 中國消費者信任香港品牌

中小企在經濟上擔當重要角色:

歐盟委員會統計(2008) :歐盟中共有2000萬家中歐盟委員會統計(2008) :歐盟中共有2000萬家中小企, 佔整體企業99%比例

日本地區 (2008): 中小企共420萬家佔勞動人口日本地區 (2008): 中小企共420萬家, 佔勞動人口70%比例

香港 (2010) : 中小企佔本港企業總數逾90%，聘用一


香港 (2010) : 中小企佔本港企業總數逾90%，聘用一百二十萬人手 (大公報 2010 )

8

為什麼中小企為什麼中小企需要建立品牌?需要建立品牌?


Current situation of SME in Hong KongCurrent situation of SME in Hong Kong

產品導向(Product Orientation)

市場導向( Market Orientation)( Market Orientation)


• Original Equipment Manufacturer (俗稱加工貿易)

OEM• 代工生產, 利用掌握的核心技術• 一家廠家根據另一家廠商的要求，為其生產產品和產品配件

• Original Design Manufacturer (設計加工)

ODM

•Original Design Manufacturer (設計加工)• 製造方從設計到生產一手包辦• 隨著產品生產經驗的累積及新產品開發，逐漸由OEM轉型為ODM型態ODM ODM型態

• Own Branding & Manufacturing (原創品牌設計)• 生產商有自行建立自有品牌

OBM生產商有自行建立自有品牌

• 由設計、採購、生產到販售皆由單一公司獨立完成


OEM及OBM兩條腿走路OEM及OBM兩條腿走路設計• OEM ODM (設計/ design is most important)

ODM OBM (自創品牌 :令產品有自己的個性，有獨特價值)

• OBM - 發展自創品牌進攻內銷市場如已經在做OEM代工生產，有產品在手，可以開始建立如已經在做OEM代工生產有產品在手可以開始建立自己的品牌。

如果公司手上沒有產品，便要著手開發。

• 重要 : 每個產品生命週期，在開發生產前，需要預測市場回報，以及調研各地區市場情況以及調研各地區市場情況。


Idris Mootee’s Brand Life Cycle Model

Global Brand

Corporate Brand

Personality Brand

Product Brand

Trademark


Source: Idris Mootee High Intensive Marketing 2001

SME 需要品牌SME 需要品牌• 保持訂單穩定性，不被大客戶影響保持訂單穩定性不被大客戶影響• 歐美市場萎縮，訂單下降

採購者(B ) 進行產業垂直整合(V ti l• 採購者(Buyers) 進行產業垂直整合(Vertical Integration) ，降企成本

• Competition – threats to middlemen• 自家品牌，邊際利潤大自家品牌邊際利潤大• “香港品牌” = 消費信心

不能再靠低成本生產取勝「香港品牌才• 不能再靠低成本生產取勝 , 「香港品牌」才是上策


MaBelle CaseMaBelle Case

A gap between luxurious brands and low-end Comfortable environmentComfortable environmentSelf- service environment

“It’ Di d It’ Diff t”“It’s Diamond. It’s Different”


MaBelle CaseMaBelle Case • 公平合理之價格、優良之品質

三贏便是做到顧客贏同事贏股東贏「三贏」便是做到「顧客贏、同事贏、股東贏」

• 不僅是評價鑽石的 4C 準則，5 個 C Confidence 信• 不僅是評價鑽石的 4C 準則，5 個 C---- Confidence 信心與及第 6 個 C ---- Credibility 信用！

• 品牌形象突破，由店舖形象到廣告宣傳，均突顯了MaBelle 與別不同之處 –向消費者展示 MaBelle 是一間與別不同的企業。間與別不同的企業。

• CSR(Corporate Social Responsibility) 為企業發展目標• 「 Caring Company 商界展關懷」

Th B t E l A d Wi 2004


• The Best Employer Award Winner 200416

為什麼為什麼中小企不能有效地運用品牌力量?

(Why owners of SME not utilizing Branding in full power?)


Reasons:Reasons:

• Owners concentrate too much on tacticsOwners concentrate too much on tactics(戰術) and ignore the strategic (戰略) aspect of brandingaspect of branding – Tactics without strategy are actions

without purposewithout purpose

• Owners believe that branding is too expensive p


Differences between Tactical & Strategic

Tactical - handled by skilled Advertising l t h i l f i lpeople or technical professionals

GAPGAP

Strategic - handled by Management


Source: Olof Holm, (2006) "Integrated marketing communication: from tactics to strategy", Corporate Communications: An International Journal, Vol. 11 Iss: 1, pp.23 - 33

SME’s success by CHANCE?SME s success by CHANCE?

• 55 % of SME think that they do not need• 55 % of SME think that they do not need much marketing

• They believe that their products or services• They believe that their products or services can sell themselves if they are good quality.

• Success will then be by CHANCESuccess will then be by CHANCE


(Source : William J. Dennis Jr. National Small Business Poll: Marketing Perspectives 2006)

Branding is too expensive?Branding is too expensive?

Guerrilla Branding (品牌游擊戰) :Guerrilla Branding (品牌游擊戰) : Inexpensive but effective

Wh il bl li it dWhen resources available are limited Targeting and positioningTargeting and positioning


Source : Seton D. (2008) Branding 101, Trump University , John Wiley & Sons, Inc. p.211-214

Guerrilla Branding TargetsGuerrilla Branding Targets

• Targeting markets is especially crucial • Targeting and positioning LimitedTargeting and positioning Limited

resources

“ Concentrate on Your Concentrate on Your Firepower”


Source : Seton D. (2008) Branding 101, Trump University , John Wiley & Sons, Inc. p.211-214

品牌建造程序品牌建造程序

品品品品

品牌規劃

品牌

分析

品牌

策略

品牌

建造

品牌

評鑑析略造鑑


Source: Kolter & Proertsch (2006).TheB2B brand management, p.160

品牌分析品牌分析


Building brand should start with Market Research:Research:

• Customer analysisCustomer analysis• Competitor analysisCompetitor analysis

• Self - analysisSelf - analysis


香港中小企採取的品牌戰略可歸納為四大類

1 自創品牌戰略1. 自創品牌戰略

收購或代理品牌企業沒有原創品牌但藉收2. 收購或代理品牌：企業沒有原創品牌，但藉收購或代理他人的品牌，取得品牌使用權。

3 聯合品牌戰略：組聯合品牌。3. 聯合品牌戰略：組聯合品牌。

4. 合資企業品牌戰略：企業與國內企業組成合資企業


企業

26資料來源: 《蓄勢而發：中小企品牌「智」勝要略》, 出版：香港品牌發展局. p.57

品牌策略品牌策略


Firm performanceFirm performance f (E i t= f (Environment,

St t L k)Strategy, Luck)


品牌產品≠品牌產品品牌應包括:

≠

品牌DNA品牌性格品牌承諾品牌承諾

品牌價值( Brand Value)Prof. Stella L. M. So, CUHK

品牌價值( Brand Value)29

品牌策略 marketing?≠品牌策略 marketing? ≠品牌戰略不等於市場營銷戰略品牌戰略不等於市場營銷戰略

或

產品戰略


什麼是品牌策略?什麼是品牌策略?

• Brand strategy describes the desired brand position:– supported by the marketing programs pp y g p g– Resulted in the achievement of the business

objectivesobjectives• 品牌計劃，指如何利用企業各部門的資源和協作

品牌建立和管理之決定• 品牌建立和管理之決定• 針對目標顧客訴求• 為企業和投資者帶來理想回報


Branding Strategy Process

1. Strategic vision: mission, brand core value, brand promise

2 Target market : Who should be focused2. Target market : Who should be focused

3. Objectives : Financial and marketing goals

4. Brand Positioning: Key benefits to customer to purchase


5. Programs : 4Ps 32

如何執行有效的品牌策略如何執行有效的品牌策略

品牌願景品牌願景 (Brand Vision) :解釋品牌存在的基本原因，為品牌訂下的戰略

核心價值（Value） or 品牌承諾 (Brand Promise):核心價值（Value） or 品牌承諾 (Brand Promise):為客戶提供不同的價值e g Functional (功能性價值) Symbolic (象徵性價e.g. Functional (功能性價值) ,Symbolic (象徵性價值) Emotional (情感價值)


Vision: 「全方位的思維發展品牌Vision: 「全方位」的思維發展品牌

• 品牌是集大成的經營理念企業的發展策略、產品與服務、推廣促銷活動，管理層和員工的一言一行都會投射在消費者和管理層和員工的一言一行，都會投射在消費者和公眾心目中，影響他們對品牌的看法品牌策略:保持統一性和連貫性。品牌策略:保持統一性和連貫性。

• 「內外兼治；• 「內外兼治」；對外大力推廣品牌，對內讓員工了解公司的品牌價值及品牌定位，共同建立品牌文化。價值及品牌定位共同建立品牌文化

• 建立品牌是一項長期的投資

Prof. Stella L. M. So, CUHK34(資料來源：香港品牌發展局)

• 中小企業在發展品牌前，要深思熟慮，忌操之過急急

中小企應重視品牌策略的品牌不等同於在產品• 中小企應重視品牌策略的: 品牌不等同於在產品上貼一個標誌(logo)和花錢在報章或電視上刊登廣告。廣告。

• 建立品牌是策略性的工作:• 建立品牌是策略性的工作: 了解自身在市場中的位置自己的顧客群確立品牌的定位規劃一整套的品牌策略，如品牌的品牌的定位規劃一整套的品牌策略如品牌的內涵、對消費者的承諾、視覺上的形象、品牌的導入策略

Prof. Stella L. M. So, CUHK35(資料來源：香港品牌發展局)

How to accomplish an effective branding strategy?

3C Objectives:

1 Coordinate1. Coordinate2 Concentrate2. Concentrate

3 Communication3. Communication


Components of a Branding StrategyTarget Market

Which customer do you want ?

B i Obj tiBusiness ObjectivesWhat do you want from the business ?

Target Competitoring

ge Co pe oWhat competitor do you need to defeat?

Benefit Advantage Why should customers buy from you? g

Posi

tioni

y y y

Competitive Advantage Why will you win ?

Branding Programme:

Bra

ndin

g

Branding Programme: Identifiers

Advertising Promotion bli l iPublic Relations

Selling Internet Other


Other

How will you implement your branding strategy 37Source : Seton D. (2008) Branding 101, Trump University , John Wiley & Sons, Inc. p.75

為什麼需要為品牌設定目標為什麼需要為品牌設定目標和定位?和定位?


Target Market STPTarget Market - STP

Which customers do you want?

Segmentation!Segmentation!Targeting!Targeting!Positioning!Positioning!


“ If you think Everyone is your If you think Everyone is your customer, then No One is your

customer”


Reasons of STP• Not all customers are alike!

Reasons of STP• Not all customers are alike!• Unfulfilled customer needs• Serves the customers better• Compete more effectively• Competitive niche• Competitive niche


The Main Steps in the M k ti M t PMarketing Management Process

R= Research

STP= Segmentation, targeting & positioningSTP Segmentation, targeting & positioning

MM= Marketing mix

I= implementation

C=Control


C Control

Customer Driven Marketing StrategyCustomer-Driven Marketing Strategy


Targeting and PositioningProduct St t

g g g

Strategy

Promotion Distribution Positioning Strategy

Strategy StrategyMarket Target

Price


Strategy

Targeting & Positioning g g g

Identify and analyzing the segments in a product‐market

Deciding which segment (s) to targetDeciding which segment (s) to target

Designing and implementing a positioning strategy for each targettarget


Source: Cravens, D.W. & Nigel, F., “Strategic Marketing”, McGraw Hill (9th Edition), Chapter 6 ,p. 185

What is Market Segmentation?What is Market Segmentation?

• the process of dividing a market

• into distinct group of buyers

• who might require separate products

or marketing mixes.


Three Alternative Market Coverage Strategies

A. Undifferentiated Marketing

CompanyMarketing Market C. Concentrated Marketing

Mix

Segment 1

Company

B. Differentiated Marketing CompanyMarketing

Mi

Segment 2p y

Marketing Mix 1

Company

Segment 1 Mix

Segment 3

Marketing Mix 2

Company

Segment 2


Marketing Mix 3

Segment 3

47

Requirements for Effective Segmentationq g

•MeasurableMeasurable •Accessible •Substantial•Substantial •Differentiable •Actionable•Actionable


Rediscovering Market Segmentation(Yankelovich & Meer 2006)

Why market segmentation is needed?• When consumers were becoming more

“ i ” i 1960“unpredictable” in 1960s• When products were becoming less distinctive

h i ti l l tmore emphasis on emotional element

Whil i h b lWhile segmentation has been prevalent, many disappointed:• Unable to tell how a product should be priced• Unable to predict changes


Key questions to be answered in the practice of segmentation:

1. Which customers drive profits?Cl if t b id tit ttit d b i• Classify customers by identity, attitudes, or buying behaviors?

2 Which attitudes matter to the buying decisions?2. Which attitudes matter to the buying decisions?• Lifestyles, attitudes, self-image, aspirations…

3 What are m c stomers act all doing?3. What are my customers actually doing?• Price sensitive? Seeking convenience? …

4 Will thi t ti k t i t?4. Will this segmentation make sense to senior management?• Sophisticated statistical segmentation criteria may be

meaningless to managementmeaningless to management.• Workable and sensible segment definitions are

needed


needed.

50

Rediscovering Market Segmentation(Yankelovich & Meer 2006)( )

Key messages: Effective Segmentation

• Focus on changing needs, attitudes, behavior rather than on personality traits, which usually endure throughout aon personality traits, which usually endure throughout a person’s life

• Reshaped by market conditions• Reshaped by market conditionse.g. fluctuating economics, emerging consumer niches, and new technologies, which in today’s world are evolving more rapidlyevolving more rapidly

Effective segmentations need to be redrawnEffective segmentations need to be redrawnEffective segmentations need to be redrawn Effective segmentations need to be redrawn as soon as they have lost their relevance as soon as they have lost their relevance


Positioning is the act of designing the company’s offering and imagethe company s offering and image to occupy a distinctive place in the mind of the target market.


品牌定位品牌定位

品牌定位 (Brand Position) :品牌定位 (Brand Position) :

在顧客群的腦海中或細分市場中找到合適的在顧客群的腦海中或細分市場中找到合適的位置

品牌的內涵獨特性與競爭品牌的差異• 品牌的內涵、獨特性與競爭品牌的差異性

• 品牌定位的表達 :一段簡短的文字可概括品牌承諾及價值


品牌承諾及價值53

Defining AssociationsDefining Associations

Points-of-difference (PODs)

Attributes or benefits consumers strongly associate with a brand positively evaluateassociate with a brand, positively evaluate, and believe they could not find to the same extent with a competitive brandextent with a competitive brand


Consumer Desirability Criteria for PODsy

Relevance

Distinctiveness

Believabilityy


Differentiation StrategiesDifferentiation Strategies

Product Personnel

Channel ImageChannel Image


Global Brand Overhaul By Repositioning Carlsberg

April 5, 2011 : Carlsberg announced “re-positioning” Aim : Raise awareness and double its profits by 2015.Aim : Raise awareness and double its profits by 2015.

Problem: Carlsberg’s logo is recognized worldwide, but its sales do not match its brand presenceits brand presence.

Re – Positioning Strategy:Obj ti E h iti R ki d i i l•Objectives: Enhance recognition : Re-working and renewing every single

element of its brand identity. • Repositions itself by targeting young adults—a bold and energetic audience who are not afraid of taking risks and feel courageous in the face of future.

A new campaign 2011 -“That calls for a Carlsberg”. The brand’s redefined


proposition encourages –reward consumers with a bottle of Carlsberg for their efforts.

Differentiation and Blue OceanDifferentiation and Blue Ocean Strategy

• How can companies break out of the red• How can companies break out of the red ocean of bloody competition?

H t t bl ?• How to create a blue ocean?


Blue Ocean StrategyBlue Ocean Strategy (Kim & Mauborgne 2004)

Red OceanC i t t t f i lCompanies try to out-perform rivals either by lower cost (higher efficiency)either by lower cost (higher efficiency) or differentiation (better quality)

– The known market space

– Industry boundaries are defined– Industry boundaries are defined

– Competitive rules are well developed


Blue Ocean Strategy (Kim & Mauborgne 2004)(Kim & Mauborgne 2004)

Blue OceanBlue Ocean• Value pioneering (delivery new p g ( y

“value”)C i i i• Companies can give rise to a completely new industryp y y

–Demand is created rather than fought overA k k t–An unknown market space

–Untainted by competition


Blue Vs RedBlue Ocean Strategy Red Ocean Strategy

C t t t d k ti C t i i ti k ti1 Create uncontested marketing space.Compete in existing marketing space.

2 Make the competition irrelevant. Beat the competition.

3 Create and capture new demand. Exploit existing demand.

4 Break the value/cost trade-off. Make the value/cost trade-off.

55Differentiation AND low cost. Differentiation OR low cost.


Blue Ocean Strategy - a Panacea? a Myth? or a Cliché?

(Ki & M b 2004)(Kim & Mauborgne 2004)

A blue ocean is a myth?• As it becomes attractive, it turns red!• If it remains unattractive, it is not an ocean but a

pond!pond!

Blue Ocean Strategy is strategic thinkingBlue Ocean Strategy is strategic thinking behind the Creation of New markets and i d iindustries


為什麼有部分的香港中小企業為什麼有部分的香港中小企業可以脫穎而出?可以脫穎而出?


鴻福堂福

如何利用藍海策略?如何利用藍海策略?


鴻福堂 ( 1986)鴻福堂 ( 1986)

• 一家新式涼茶飲品公司一家新式涼茶飲品公司• 1986年，開設涼茶館於葵涌• 1988年，引入中央廚房工場制度• 1999年，推出玻璃瓶子裝涼茶• 2000年，推出涼茶膠瓶裝，超級市場及便利店分銷

2005年出品「自家湯系列• 2005年，出品「自家湯」系列• 2006年，

自家外賣速遞服務登自家品牌系列，包括湯、糖水和小食

• 2007年，深圳開設大陸第一間涼茶分店2010年全港擁有的門市及專櫃數目超過100間產品的銷售網遍及各• 2010年，全港擁有的門市及專櫃數目超過100間，產品的銷售網遍及各地，包括中國，美國、加拿大、紐西蘭、澳洲、英國、新加坡、馬來西亞、汶萊等地


資料來源: 品牌故事 @ 香港, 香港品牌發展局及香港文匯報, 香港 , 2009年 ; 鴻福堂網頁

“真心流露” ‧成功之道真心流露 ‧成功之道• 創新 :首先推出涼茶膠瓶裝，自家湯外賣• 緊貼潮流，理解需要 : 都市人注重健康生活，但無暇調理身體• 清晰目標客戶群 : 繁忙都市人和年輕新一代 “ 滋養” ， “家” ， “便

利”利”• 貼近目標客戶群 : 第一間進註地鐵站的涼茶舖，選址以地鐵沿線為主• 產品重類多 :涼茶、湯、飯、糖水和小食產品重類多 :涼茶湯飯糖水和小食• 品質控制 :中央廚房

品牌核心價值 : “真心製造流露、自然流露” 品牌承諾承諾

“ 涼茶哲學” “ 生活態度”Prof. Stella L. M. So, CUHK

66

“ 涼茶哲學” ， “ 生活態度”

大班大班

如何利用藍海策略?如何利用藍海策略?


為什麼叫大班?為什麼叫大班?

創辦人郭鴻鈞冰皮月之父• 創辦人 :郭鴻鈞 (冰皮月餅之父)• 曾在半島酒店做Bell Boy, 替銀行大班, 洋行曾在半島酒店做Bell Boy, 替銀行大班, 洋行

高層拉門

大班代表高級職員威武有氣派• 大班代表 : 高級職員 , 威武有氣派• 目標 : 產品質素可以有銀行大班的級數目標產品質素可以有銀行大班的級數


大班麵包西餅(1984)大班麵包西餅(1984)

• 1984年，第一間大班餅店，初期主要售賣1984年，第一間大班餅店，初期主要售賣麵包西餅

年大班首創冰皮月餅使傳統月餅• 1989年，大班首創冰皮月餅，使傳統月餅市場出現變化，其他餅店爭相仿效

• 1991年，引入特許經營計劃，加速分店的擴張擴張

• 目前在香港擁有39間分店


資料來源: 品牌故事 @ 香港, 香港品牌發展局及香港文匯報, 香港 , 2009年 ; 大班網頁

大班 ․香港精神大班香港精神

• 富冒險精神富冒險精神反傳統口味，使傳統月餅市場出現變化

• 傳統月餅沒有創意，而味道又甜又多油。傳統上，月餅只是中秋節指定送禮佳品，『為送而買』，真正喜歡吃月餅的人卻不多開拓一個嶄新『為食而買的月餅市場改的人卻不多，開拓一個嶄新『為食而買』的月餅市場，改變傳統月餅的弊端，打開另一個新興市場

• 堅持理念最初市場未能接受冰皮月餅，尤其是年紀大的人最初市場未能接受冰皮月餅尤其是年紀大的人

• 堅持香港製造，保證質素及衛生


安莉芳 (1975) 卓悅 (1991) 莎莎 (1978)

清晰目標客戶群亞洲女性女性、內地旅客由青年至成熟人士、東南亞和內地旅客

創新精神從顧客角度考慮設計率先引入日本品牌率先推出自助式的銷

售模式

品牌承諾“追求卓越，永無止境”中國名牌十佳內衣品

牌

「以客為先」及「貨真價實」

為顧客提供最新的國際化粧品牌、最物超

所值的購物經驗牌真價實」

所值的購物經驗

堅持信念 (歷史) 36 年 20 年 33年堅持信念 (歷史)

產品/服務多樣性

三大品牌:「芬狄詩」、「Comfit」、「LC」，提供最全面、最新穎

的美容產品及相關服

售四百多種名牌產品，一萬五千種化妝品，

產品/服務多樣性滿足不同年齡層的需要

的美容產品及相關服務

護膚品，香水及頭髮護理產品等

向供應商爭取較低的多個專有品牌以及獨


良好的關係經銷商向供應商爭取較低的入貨價，保証物超價

值

多個專有品牌以及獨家代理的產品

資料來源: 品牌故事 @ 香港, 香港品牌發展局及香港文匯報, 香港 , 2009年

壽桃牌 (1960) 稻香集團 (1991)

清晰目標客戶群/潮「非油炸」: 品牌形象:「好食低食清晰目標客戶群/潮流

」回應社會對健康的需求

品牌形象:「好食、低食」大眾化

「送禮體面」:重新包裝，打造創新宣傳推廣 : 首創「一蚊

創新精神送禮體面」:重新包裝，打造

成送禮佳品雞」(96’) 「一兩象拔蚌」

(92’)

「用誠意創新意品牌承諾

「用誠意、創新意」OEM OBM

(中華麵食專家)

成立物流中心 :加強了集團的議價能力和保持產品質素

形象重新定位「粗眉仔保持品牌年青化不時推出新產，保持新鮮感

形象重新定位 ‐‐ > 「粗眉仔」年青有活力

定期翻新店內裝修

堅持信念 (歷史) 51年 20年

產品/服務多樣性主要分為鮮面、方便麵、碗麵、傳統中華面及禮盒超過150款產

針對不同客群 : 13個品牌 , e.g. 潮樓，客家

產品/服務多樣性傳統中華面及禮盒超過150款產品

個品牌 , g 潮樓客家好棧，稻香超級漁港

亦能在同一飲食共存

重「人」文化，優質服


良好的資源運用/關係

60年代，天然生曬，節省電費務 : 設立員工滿意度調查機制，聆聽員工意見，加強工

作氣氛資料來源: 品牌故事 @ 香港, 香港品牌發展局及香港文匯報, 香港 , 2009年

香港品牌的10 大成功秘訣香港品牌的10 大成功秘訣清晰目標客戶群滿足及理解他們的需要1. 清晰目標客戶群 (Be focused)，滿足及理解他們的需要

2. 明白自己的競爭優勢，正確的品牌定位3. 創新精神4. 良好運用資源，減低成本5. 品牌承諾，建立信譽口碑6. 產品質素7. 產品/服務多樣性8. 堅持信念8. 堅持信念9. 良好的關係 : 供應商､顧客､員工､經銷商10 CSR


10. CSR

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創建品牌十個為什麼 lecture 2 -student version · 2014-10-29 ·...

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