台灣精品品牌經營模式之探討-以夏姿為例

在全球化競爭的時代中，美學經濟的指標性產業-時尚產業，早已成為亞洲國家積極發展的重要目標。而台灣若期待透過產業轉型，藉以提升自身的經濟實力與國際形象的話，則勢必也必須培養出更多具備世界級水準與規格的台灣精品品牌，來順應這不可抵擋的局勢轉變。於1978年成立的夏姿，見證了台灣成衣業的起伏興衰，憑藉著自己的力量在經過30年的深耕與努力後，不但通過了時代的考驗，更成功地發展為台灣極少數的精品品牌，並在2008年10月5日躍上國際舞台，成為第二個登上巴黎時裝周的台灣精品品牌。因此，對台灣而言，夏姿的品牌發展模式與策略，以及成功經驗的分析與應用，便成為最具參考價值與值得深入探究的最佳模範案例。而本研究則試圖以事業經營模式的角度，來觀察夏姿這個台灣精品品牌在進行品牌發展時，曾經面臨那些風險與挑戰？進而分析出其運作模式與成功的關鍵因素，最後將其研究成果，作為其它台灣時尚品牌欲成為國際精品品牌之經營參考。

關鍵字

經營模式；時尚；精品；夏姿；品牌

並列摘要

In this global competition era, the economy of aesthetics becomes the major developing industry of Asian countries. For Taiwan, to enlarge the economic power and national image by restructuring industry toward aesthetics end, it has to bring up more competitive local luxury brands. Shiatzy Chen, Taiwanese luxury brand, was established in 1978. Shiatzy Chen was a witness that Taiwan’s garment industry went up and down. Furthermore, Shiatzy Chen has not only passed the test of time, but also grew into an international luxury brand. In late 2008, Shiatzy Chen became the second Taiwanese luxury brand of attending Paris fashion week. Therefore, Shiatzy Chen’s business model and its successful experience is the best example for reference. In view of business model, this study intends to observe how Shiatzy Chen extends its brand while facing challenges. This study tries to find out the key elements of Shiatzy Chen’s operation and accomplishment. In the end, the results can be the references for other Taiwanese fashion brands.