面對全球經濟環境的改變，為了因應新興市場所帶來的衝擊，以往代工起家的台灣廠商，紛紛找尋新的方向，轉而發展自有品牌，而台灣政府也協助廠商發展品牌，制定品牌策略，提升品牌價值及形象，讓台灣企業走出新的道路。
本研究希望透過競爭策略分析來研究，已在歐洲市場發展自有品牌的台灣企業過去及現在如何發展及其經營管理，探討自有品牌在歐洲市場所做的策略及價值活動，結合學者Porter所提出的三個一般性策略及方至民的競爭優勢策略，採取個案研究法(Case Study Research)，透過大量蒐集個案公司的次級資料，針對個案公司，分析個案公司在歐洲市場的經營管理策略，是否能讓其品牌達到競爭優勢。
研究結論顯示，儘管台灣企業在歐洲市場的品牌發展策略上，四間個案的規模大小不同，但是仍可以找尋出一些適當的經營策略；1.專注的發展自有品牌，確定公司發展方向；2.歐洲市場，對高品質的價格敏感度較低，適合台灣企業研發創新的產品或服務；3.提高當地回應，以深入了解歐洲市場需求，符合顧客真正的需求；4.整合當地的供應鏈，以減少企業成本；5.了解自有品牌定位，配合歐洲市場的行銷，傳達給顧客清楚的品牌概念。

Facing the change of world-wide economy and responding the attack from emerging markets, companies and factories in Taiwan start to look for new aspects as developing own brands instead of keeping OEM or ODM products. Therefore, Taiwanese government helps those companies and factories to have new approaches through expanding own brands, making brand strategies, increasing the image and brand value as well.

This research tries to analyze from the competitive advantages of those Taiwanese corporations that already have developed their own brands in European markets, the ways in expanding and the management strategies. Moreover, discussing the strategies and value activities for European markets from those own brands. Here it tries to use case study research which combines the theory of three general strategies of Michael Porter and the competitive advantages of Dr. Fong to analyze the corporations and see if the management strategies in European market now they have could reach the competitive advantages.

The result revealed that even those scopes from four corporations are different; it could be found the similar and appropriate management strategies in brand developing strategies for Taiwanese corporations in European markets. Here lists out some points for Taiwanese corporations which are willing to start into the European markets; 1. Focus on developing own brand and ensuring the expanding path for companies. 2. According to the characteristics in European markets, consumers are low sensitive in pricing for high quality products; therefore, the market characteristic is suitable for Taiwanese corporations for working on R&D innovation or providing services. 3. Raising local response to deeply understand the demands in European markets and fit the true requests. 4. Integrating supply chain locally to decrease company cost. 5. Delivering the clear message and image to consumers about branding from comprehending company own position and link up the marketing methods in European markets.

論文審定書 i
誌謝 ii
中文摘要 iii
英文摘要 iv
目錄 v
圖次 vii
表次 viii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 3
第三節 研究流程 4
第二章 文獻探討 5
第一節 Porter的三個一般性策略 5
第二節 創新與首動者優勢 8
第三節 品牌優勢及顧客價值優勢 10
第四節 非成本的規模優勢 14
第五節 研究架構 16
第三章 研究設計 17
第一節 研究方法 17
第二節 研究對象 19
第四章 個案公司介紹 21
第一節 友訊(D-Link) 21
第二節 捷安特(GIANT) 30
第三節 台灣金蜂(TGB) 39
第四節 嘉鴻遊艇(HORIZON) 44
第五章 個案公司在歐洲市場的競爭優勢分析 49
第一節 個案公司一般性策略分析 49
第二節 個案公司創新與首動者優勢分析 53
第三節 個案公司品牌權益優勢與顧客價值分析 55
第四節 個案公司非成本的規模優勢分析 59
第六章 結論與建議 61
第一節 研究結論 61
第二節 研究建議 65
參考文獻 67

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三、網站部分
友訊官方http://www.dlinktw.com.tw/
公開資訊觀測站－友訊科技(2332) http://mops.twse.com.tw/mops/web/index
捷安特官方http://www.giantcyclingworld.com/web/index.php
捷安特全球http://www.giantdenver.com/
公開資訊觀測站－巨大機械(9921) http://mops.twse.com.tw/mops/web/index
台灣金蜂官方http://www.tgb.com.tw/
嘉鴻集團http://horizonyacht.com/tw/HomeStyle.aspx?spage=111
歐洲經貿辦事處http://eeas.europa.eu/delegations/taiwan/index_zt.htm