併購後企業品牌名稱重配置對顧客知覺反應影響之研究－探討同異業併購類型及顧客嵌陷的調節效果

Customer Reactions to Brand Name Redeployment after M&A- The Moderating Effects of M&A Type and Customer Entrapment

徐孝芳(Hsiao-Fang Hsu)

指導教授 ： 呂鴻德

中原大學/商學院/企業管理研究所/博士(2013年)

https://doi.org/10.6840/cycu201300564

摘要

企業在併購後如何整合兩家公司的資產成為組織重整之重要工作，其中無形資產之一的品牌重配置至關重要，因其影響消費者態度。雖然近年來關於企業品牌的研究甚多，然而較少關注於併購型態及決策嵌陷情況對被併公司顧客的影響，本研究旨在探究不同品牌名稱對被併公司顧客知覺顧客權益剝奪感、抗拒心理及品牌轉換意圖之影響，以北部某科技大學418位大學生及研究生為實驗對象，採用5(品牌：A為被併公司品牌、B為主併公司品牌、BA為主併及被併公司聯名品牌、AB為被併及主併公司聯名品牌、C為創新品牌)×2(併購類型:同業、異業)×2(顧客嵌陷：低、高)混合實驗設計，以便利抽樣方式進行問卷調查。分析結果顯示：
1. 品牌名稱改變對顧客權益剝奪感及品牌轉換意圖有顯著影響。
2. 在高嵌陷時顧客知覺之權益剝奪感、抗拒心理均大於低嵌陷情況，但高嵌陷時品牌轉換意圖則是小於低嵌陷情況。
3. 同業併購相對異業併購的情況下，併購後的公司若採用主併公司品牌B，則被併A公司顧客之權益剝奪感和品牌轉換意圖高於採用被併公司品牌A。
4. 同業併購相對異業併購的情況下，併購後的公司若採用主併公司品牌B，則被併A公司顧客之權益剝奪感和品牌轉換意圖高於採用創新品牌C。
5. 同業併購相對異業併購的情況下，併購後公司若採用創新品牌C，則被併A公司顧客之權益剝奪感高於採用主併優勢綜效品牌BA。
6. 顧客高嵌陷程度相對於低嵌陷的情況下，併購後的公司若採用主併公司品牌B，則被併A公司顧客之抗拒心理和品牌轉換意圖高於採用被併公司品牌A。
7. 顧客高嵌陷程度相對於低嵌陷的情況下，併購後的公司若採用主併公司品牌B，則被併A公司顧客之抗拒心理和品牌轉換意圖高於採用創新品牌C。
8. 顧客高嵌陷程度相對於低嵌陷的情況下，併購後的公司若採用創新品牌C，則被併A公司顧客之品牌轉換意圖高於採用被併公司品牌A。
9. 顧客高嵌陷程度相對於低嵌陷的情況下，併購後的公司若採用創新品牌C，則被併A公司顧客之品牌轉換意圖高於採用主併優勢綜效品牌BA。
綜合上述交互作用效果，在同業併購相對於異業情況下，品牌管理上採用主併優勢綜效品牌BA為最佳策略、創新品牌C為次佳策略，兩者皆優於採用主併公司品牌B能有效減輕被併A公司顧客權益剝奪感。在顧客高嵌陷程度相對於低嵌陷的情況下，品牌管理上採用主併優勢綜效品牌BA或被併公司品牌A為最佳策略、創新品牌C為次佳策略，兩者皆優於採用主併公司品牌B能有效降低被併A公司顧客品牌轉換意圖。

關鍵字

保險業 ； 顧客嵌陷 ； 異業 ； 抗拒理論 ； 併購 ； 品牌名稱重配置

並列摘要

In the context of M&A, how to redeploy two corporate assets is one of important organizational tasks. Among tasks, the management of intangible assets – in particular of corporate brand name is a critical element reflects consumers’ response. There has been increasing interest in the role of corporate names in academic fields. However, little attention has been paid to the different name and symbol options on M&A types. No empirical research has yet addressed branding strategies between in-market and cross-market M&A from the individual customers’ perspectives of acquired company. Neither decision entrapment of the moderating variable has yet discussed relevant to branding strategy. This paper seeks to address the research gap, by exploring acquired company customer on brand identity options in the context of post merger. Specifically, it considers the degree to which name and symbol influence acquired consumer responses. Thus, 5(brand strategy: A, B, BA, AB or C)×2(M & A types: in market or cross-market)×2(decision entrapment：high or low) mixed experiment design was conducted. 418 undergraduate or graduate students are the subjects from a college of northern Taiwan. Questionnaires were collected by convenience sampling. The results show that: (1). Brand name redeployment strategy has signficant effect on customers’ sovereignty deprivation and brand switching intention. (2). Decision entrapment has signficant effect on acquired company customers’ sovereignty deprivation, psychological reactance and brand switching intention. With high level of decision entrapment, the degree of customers’ perceived sovereignty deprivation and psychological reactance are higher than those in low level of entrapment. With high level of decision entrapment, the degree of customers’ brand switching intention is lower than those in low level of entrapment. (3). In in-market M&A type situation, target-dominant brand tend to outperform acquirer-dominant brand strategy in decreasing the degree of acquired company customers’ perceived sovereignty deprivation and brand switching intention when compared with cross-market M&A type. (4). In in-market M&A type situation, new brand tend to outperform acquirer-dominant brand strategy in decreasing the degree of acquired company customers’ perceived sovereignty deprivation and brand switching intention when compared with cross-market M&A type. (5). In-market M&A type situation, acquirer-dominant synergistic redeployment tends to outperform new brand name strategy in decreasing the degree of acquired company customers’ sovereignty deprivation when compared with cross-market M&A type. (6). With high level of decision entrapment, the degree of customers’ psychological reactance and brand switching intension tend to be higher after mergers using the acquirer-dominant strategy than those using target-dominant strategy in low level of entrapment situation. (7). With high level of decision entrapment situation, the degree of customers’ psychological reactance and brand switching intension tend to be higher after mergers using the acquirer-dominant strategy than those using new brand name stratey in low level of decision entrapment. (8). With high level of decision entrapment, the degree of customers’ brand switching intension tend to be higher after mergers using new brand name than those using target-dominant redeployment strategy in low level of entrapment. (9).With high level of decision entrapment, the degree of customers’ brand switching intension tend to be higher after mergers using new brand name than those using acquirer-dominant synergistic redeployment strategy in low level of entrapment. In summary, in in-market M&A type situation, acquirer-dominant synergistic brand is the best strategy and new brand name is the second best option in decreasing the degree of acquired company customers’ perceived sovereignty deprivation when compared with cross-market type situation. With high level of decision entrapment, acquirer-dominant synergistic brand or target-dominant brand is the best strategy and new brand name is the second best option in decreasing the degree of acquired company customers’ brand switching intention in low level of decision entrapment. The results should guide managers regarding post-M&A branding strategies.

並列關鍵字

M&A ； Customer Entrapment ； Brand Name Redeployment ； Insurance Industry ； Reactance Theory ； Cross-market

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