近年來，品牌概念當道，全球企業重視品牌力。因此，在面對競爭激烈的市場，如何提昇品牌價值（Brand Value），以增加企業的競爭優勢是每一個企業皆想追求的目標之一。目前品牌聯盟(Brand Alliance)策略已廣泛使用於實務界，本研究著眼於企業聯合品牌(Corporate Co-brand)價值的探討，許多學者認為管理企業品牌並不需要革命性的行銷法則進行品牌價值重估，而Balmer與Grey(2003)卻認為，許多學者文獻忽略了企業品牌所帶來的管理挑戰，傳統行銷研究方法已不完全適用於評估聯合企業品牌效益，其需要的是符合環境與考量相關變數的聯合品牌價值模式。因此，本研究專注於探討企業聯合品牌價值議題，提出聯合品牌價值計算模式，模式的內涵在於考量欲聯盟之對象之適合度，如策略聯盟契合度與品牌聯盟契合度，並且透過模式計算聯盟後之聯合品牌價值，以進一步評估與探討所帶來的效應。
   本研究以作業研究的概念，將研究問題以數學模型表達，並以資料模擬方式組成三個模擬個案，搭配一個實際聯合品牌個案－索尼易利信，綜合性的驗證所提出之模式，期望能以各種不同角度切入分析，觀察不同組合模擬資料之聯合品牌價值變化，藉以衍生出潛在的管理意涵予以企業經理人參考。本研究經過綜合比較分析之後瞭解：（一）品牌聯盟契合度影響聯合品牌價值效果有限、（二）策略聯盟契合度為主要驅動聯合品牌價值之力量，以及（三）聯合品牌價值趨勢線為重要參考指標。
   因此，本研究完成設計出聯合品牌價值模式，成功地把難以量化的聯盟成果價值以客觀數據呈現，並且以財務指標為計算依據，其意義在於提供欲聯盟之企業對於進行品牌聯合後的效果為參考方向，可藉此客觀數據評估其進行策略聯盟的成效。已聯盟之企業可依循模式更進一步針對不足處(策略聯盟契合度或品牌聯盟契合)加強管理與修正，且企業將更可體認品牌價值會影響企業與顧客的互動程度，進一步調整公司品牌策略，並且使品牌與顧客產生連結與情感，使結盟後的效益發揮至最大，來提升聯合品牌價值以獲取競爭優勢。

In recent years, many global corporations have put much emphasis on brand power. Therefore, it’s one of the important goals for enterprises to think about how to enhance brand value for improving competitive advantages in such a competitive business market. Brand alliance strategy has been widely used in business so far so this research focuses on discussing corporate brand value. However, various scholars argue that it doesn’t need revolutionary marketing principals to revaluate the brand value. On the contrary, Balmer and Grey(2003) defined that marketing scholars and others had largely ignored the challenges presented by corporate brand management; besides, the traditional marketing framework was inadequate and requires a radical reappraisal. This research focuses on discussing corporate co-branding value and creates the model of evaluating co-branding value. The connotation of the model is to consider the compatibility of strategic partners such as strategic alliance compatibility and brand alliance compatibility; in addition, this research can estimate the corporate co-branding value through this model to evaluate and discuss the effect of co-branding effect for the future.
    This study verifies the proposed model synthetically with three presumed cases and one real case (Sony-Ericsson). Conversely, this research anticipates analyzing the model in different perspectives and observing the variation of different combinations to obtain potential managerial implications for corporate managers. This research concludes: (1). brand alliance compatibility has limited effect on corporate co-branding value,  (2). strategic alliance compatibility is the major power to drive the direction of corporate co-branding value, and (3). the trend of co-branding value is the important indicator for business managers.
    In summary, this research successfully creates the model of co-branding value to present result of alliance. Additionally, our model is not only based on financial indicators but also a superior tool for enterprises which may interest in cooperating with others to evaluate the performance of strategic/brand alliance. Hence, the allied enterprises can improve the weakness through the model with modification. Finally, enterprises can understand the importance of the link between brand and customers; thus, they attempt to enhance the co-branding value in order to obtain sustaining competitive advantage.

目錄
目錄- i -
表目錄- iii -
圖目錄- iv -
第一章 緒論- 1 -
第一節 研究背景與動機- 1 -
第二節 研究目的- 2 -
第三節 研究流程與架構- 4 -
第二章 文獻探討- 8 -
第一節 策略聯盟探討- 8 -
第二節 企業聯盟績效- 12 -
第三節 品牌權益與價值- 14 -
第四節 聯合品牌與品牌綜效- 17 -
第三章 研究方法- 21 -
第一節 聯合品牌價值模式概念	- 21 -
第二節 聯合品牌價值估算模式	- 23 -
第三節 品牌價值（BVAB）	- 27 -
第四節 策略聯盟契合度(SAC)	- 28 -
第五節 品牌聯盟契合度（BAC)- 31 -
第四章 資料模擬與分析	- 33 -
第一節 資料模擬概述	- 33 -
第二節 模擬個案－可口可樂與漢堡王	- 35 -
第三節 模擬個案－福特汽車與哈雷機車	- 42 -
第四節 模擬個案－微軟與昇陽電腦	- 50 -
第五節 真實個案－索尼與易利信	- 58 -
第五章 綜合分析與管理意涵	         - 67 -
第一節 資料綜合分析	         - 67 -
第二節 管理意涵	- 72 -
第六章 結論	- 74 -
第一節 研究成果	- 74 -
第二節 研究限制	- 76 -
第三節 研究建議	- 77 -
參考文獻	         - 78 -

 
表目錄
表 1-1研究流程架構表	- 7 -
表 2-1策略聯盟定義彙整表	- 9 -
表 2-2策略聯盟定義比較表	- 10 -
表 2-3聯盟績效衡量指標	- 13 -
表 2-4聯盟績效衡量指標比較表- 14 -
表 2-5品牌權益彙整表	- 16 -
表 2-6聯合品牌定義	         - 17 -
表 2-7品牌聯盟契合度比較	- 20 -
表 3-1模式變數整理表	- 25 -
表 3-2模式變數整理表(續)	- 26 -
表 4-1可口可樂-漢堡王 聯合品牌計算表	- 36 -
表 4-2福特汽車-哈雷機車 聯合品牌計算表- 44 -
表 4-3微軟-昇陽電腦 聯合品牌計算表	 - 52 -
表 4-4索尼-易利信 聯合品牌計算表	 - 60 -
表 5-1現象比較表	                   - 67 -

圖目錄
圖 3-1聯合品牌計算模式構想概念圖- 22 -
圖 3-2策略聯盟契合度計算構想概念圖- 30 -
圖 4-1可口可樂-漢堡王策略聯盟契合度變動量圖- 38 -
圖 4-2品牌聯盟契合度變動量圖- 39 -
圖 4-3可口可樂-漢堡王 聯合品牌價值變化圖- 40 -
圖 4-4可口可樂-漢堡王SAC, BAC, CBV 變動率比較圖- 41 -
圖 4-5可口可樂-漢堡王品牌價值比較表- 42 -
圖 4-6福特-哈雷機車策略聯盟契合度變動量圖- 46 -
圖 4-7福特-哈雷機車品牌聯盟契合度變動量圖- 47 -
圖 4-8福特汽車-哈雷機車 聯合品牌價值變化圖- 48 -
圖 4-9福特-哈雷機車SAC, BAC, CBV 變動率比較圖	- 49 -
圖 4-10福特-哈雷機車品牌價值比較表- 50 -
圖 4-11微軟-昇陽電腦策略聯盟契合度變動量圖- 54 -
圖 4-12微軟-昇陽電腦品牌聯盟契合度變動量圖- 55 -
圖 4-13微軟-昇陽電腦 聯合品牌價值變化圖- 56 -
圖 4-14微軟-昇陽電腦SAC, BAC, CBV 變動率比較圖- 57 -
圖 4-15微軟-昇陽電腦品牌價值比較表- 58 -
圖 4-16 Sony-Ericsson策略聯盟契合度變動量圖- 61 -
圖 4-17 Sony-Ericsson品牌聯盟契合度變動量圖- 62 -
圖 4-18 Sony-Ericsson 聯合品牌價值變化圖- 63 -
圖 4-19 Sony-Ericsson SAC, BAC, CBV 變動率比較圖- 64 -
圖 4-20 Sony-Ericsson品牌價值比較表- 65 -
圖 5-1可口可樂&漢堡王 品牌價值趨勢圖	- 69 -
圖 5-2福特汽車&哈雷機車品牌價值趨勢圖- 70 -
圖 5-3微軟&昇陽電腦 品牌價值趨勢圖- 71 -
圖 5-4索尼易利信品牌價值趨勢圖- 71 -
圖 6-1聯合品牌價值整合圖- 75 -

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