| Summary: | 碩士 === 長庚大學 === 商管專業學院碩士學位學程在職專班經營管理組 === 102 === In global economy nowadays, relying on information technology industrial clusters forming tendency in Asia, Taiwan's IT industry R&;D location-and-ownership advantages, has leapt to the global mandate. With the impact of the product life cycle shortened and value chain moved, the industry’s challenge today is how to eliminate the entry barriers whilst launching global marketplaces. Therefore, among the industrial chain, testing and certification entity has played pivotal role to help push the product into the market. Moreover, the industry is also faced with the increase in operating costs and dynamic environment changes. This study focused mainly find out how does verification industry comprehend clients' brand views by identifying the brand aspects, constructing economical and efficient decision-making structure in the industry to enhance the substantial brand equity advantages.
The research is based on a study of B Group in testing and validation industry. The first step is to initiate a literature research in order to summarize the relevant factors of brand equity as well as an establishment of an evaluation of key success factors by Modified Delphi expert questionnaire. Furthermore, Analytic Hierarchy Process of brand equity sorts criteria delivered the indicators of relative weightings of all aspects and criteria. Per consistency assessed, a brand key success factor evaluation structure in B2B testing and verification industry came across
The analysis unfolded the most important aspect of the brand key success factors is "Perceived Quality". The relative weightings among the factors, "Certification Qualification" is regarded as the principal factor among decision making group, followed by "Technology Capacity", "Professional Consulting Services" and "Seminars". The hierarchical evaluation structure of branding, enabling the decision maker to have a comprehensive consideration of the limited resources allocation and utilization, the improvement in strategy deployment may so.
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