Developing Competitive Advantage in the Zipper Industry with Private Label Branding - Market Orientation Theory.

• Main Authors: HSU,CHING-CHEN, 許菁真
• Other Authors: LIU,FENG-HSU
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/qwj4v6

碩士 === 世新大學 === 企業管理研究所(含碩專班) === 106 === Zipper is a key component of the auxiliary material used at the final stage of the production process for many products. Given the relative similarity of products in the global zipper market, which is resulted from low market entry barriers and more intensified competitions in prices, and ever-shorter turnover requirements from customers, it has become paramount that a product differentiation strategy be implemented by focusing on developing one’s own private labels. The main purpose of this study is to: 1. explore the competitive advantage required for developing a private label in the zipper industry; 2. analyze the use of the market orientation theory by the zipper industry to maintain competitiveness through private label branding. Accordingly, this study undertakes a case study approach and has selected certain Taiwanese zipper manufacturers that have developed their own private labels as the research objects for the assessment of the competitive advantage of their brands from a market-oriented perspective. The following conclusions are made after the exploration of relevant literatures and analysis of data collected: 1、Through the core competencies of the manufacturing and R&D capabilities accumulated over time, these firms have developed their competitive advantage on their own brands by focusing on their main products. 2、These companies share the three core components of market orientation, namely a commitment to bidirectional communications with customers, active involvement of the organization as a whole, and continuous examination of their internal marketing mix capability, including the sharing and feedback of intelligence and market information, along with product power, sales strength and service ability etc., in order to improve their customer value chains and create value for their business, all of which form an important part of their strategy in building and maintaining a sustainable brand.