Channel and Channel Branding Innovation
Date Issued
2007
Date
2007
Author(s)
Liu, Tzeng -Shyang
DOI
zh-TW
Abstract
Abstract
Generally speaking, most enterprise’s practice of innovation always focuses on functional levels, as “manufacturing innovation” or ”product innovation”. These practice are mainly seeking to improve productivity, quality or efficiency, and hard to transform them into sustainable profitability. Recently, however, some entrepreneurs begin to use integral thinking to perform the innovation in strategic level, then establish and maintain different strategic position with its competitors in order to obtain sustainable competitive advantage. In practice, on the basis of buyers’ value, the enterprise can aim at consumers’ unfulfilled needs, then select a set of distinctive activities to provide totally different values from its competitors, which means, “value innovation”.
The case study of my thesis is Barista Coffee, one of the successful coffee chain stores in Taiwan. This research adopts process analysis method and strategic posture analysis to explore the case company’s growth progress in past ten years. Since its inception, Barista Coffee satisfied their target customer through experiential marketing and value innovation, which is based on their unfulfilled needs. Value innovation ensured its channel innovation model a great achievement. Through the progress of value innovation, Barista Coffee improved its brand equity continuously, so that the brand equity became its competitive advantage. After the brand extension, its robust brand equity assured the result of synergy, then made its channel branding innovation extend the case company’s growth space. This research expects to identify key success factors from the growth progress of the Barista Coffee, and provide practical advices of strategic innovation to other enterprises.
The result shows the Barista Coffee has performed exceptional competence to grasp industrial variation, and then used co-opetition strategic thinking to build the mobility barrier of strategy group with the its complementors. Barista Coffee’s value position is grounded on ”the highest grade of coffee”, and the position made the enterprse accumulate and deepen its brand assets, which turned into core competence in the diversified business scope. Its strong brand equity can not only create synergy in different types of barista’s coffee drinks, but also diminish the effect of competitors’ imitation. Therefore, Barista Coffee attained the goal of sustainable growth.
Subjects
通路創新通路
品牌創新
價值創新
品牌權益
策略形態分析法
Channel Innovation
Channel Brand Innovation
Value Innovation
Brand Equity
Strategic Posture Analysis
Type
other
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