當前台海情勢緊張不斷升溫，已成為國際供應鏈風險的敏感指標。全球品牌大廠紛紛重新
盤點供應網絡，對台灣廠商的穩定性與可持續合作潛力提出更高審視標準。在此高壓環境下，
儘管台灣製造仍以高技術、高品質與高度彈性著稱，卻也暴露出長期倚賴OEM 模式、品牌辨識
度不足等結構性隱憂。許多深耕研發、貢獻全球供應鏈的中小企業，依舊隱身於國際品牌背後，
難以在價值鏈中取得應有的價值定位。K 公司便是其中一例，作為一家專注於精準綠能水過濾
解決方案的OEM 製造商，儘管屢創營運佳績，卻始終難以擺脫「代工者」的定位。
於此脈絡下，品牌建構已成為台灣中小企業能否躍升國際市場的重要關鍵。本研究即聚焦
於台灣出口導向型中小企業品牌建構的挑戰，採用單個案嵌入式設計（single embedded case study
design），以K 公司旗下Café Purist 平台進入美國商用（咖啡餐飲）市場為分析單元，結合策
略分析工具與B2B 品牌顧客合作意願模型（B2B-CBBE）進行顧客訪談與資料三角驗證（data
triangulation），試圖建構具實用性的品牌策略路徑。
研究發現，B2B 顧客在評估合作關係時，最重視「品牌績效」（如產品品質、技術能力與制
度性保障）與「品牌合作關係」（如長期合作潛力），此一偏好結構與「要素品牌策略（Ingredient
Branding）」所強調的價值傳遞邏輯高度一致。相較之下，「品牌聲譽」對合作意願的直接影響相
對有限。上述結果顯示，OEM 中小企業若能從績效與關係雙軌並進，有效傳遞價值與信任，即
有機會擺脫隱形冠軍的陰影，躍升為具國際識別度與價值認同的合作品牌。

Amid rising tensions in the Taiwan Strait, the region has become a critical risk indicator for global
supply chains. Leading international brands are reassessing their supplier networks, applying higher
scrutiny to the stability and long-term collaboration potential of Taiwanese manufacturers. While Taiwan
remains renowned for its advanced technology, superior quality, and operational agility, its heavy
reliance on OEM models and lack of brand recognition have revealed long-standing structural vulnerabilities.
Many R&D-intensive SMEs, despite their significant contributions to global supply chains, remain
obscured behind international brands and struggle to claim value-added positions within the value chain.
K Company exemplifies this challenge. As an OEM specializing in precision green energy water filtration
solutions, it has consistently delivered strong business performance but remains confined to the role of a
contract manufacturer.
In response, brand development has become a pivotal factor for Taiwanese SMEs aiming to elevate
their global positioning. This study examines the branding challenges faced by export-oriented Taiwanese
SMEs through a single embedded case study of K Company’s Café Purist platform entering the U.S.
commercial coffee and foodservice market. By integrating strategic analysis tools and the B2B Customer-
Based Brand Equity (B2B-CBBE) model, the study conducts in-depth customer interviews and employs
data triangulation to construct a practical and replicable branding strategy framework.
Findings reveal that B2B customers place the highest value on brand performance—including product
quality, technical expertise, and institutional reliability—and brand partnership, such as the potential
for long-term collaboration. These preference dimensions align strongly with the value delivery logic of
the Ingredient Branding Strategy. In contrast, brand reputation exerts relatively limited direct influence
on collaboration willingness. The results suggest that OEM-based SMEs can break free from their ”hidiv
den champion” status and become internationally recognized brand partners by simultaneously enhancing
brand performance and relational capabilities, thereby effectively conveying value and building trust.

論文審定書. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
誌謝. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii
摘要. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii
Abstract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv
第一章緒論. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
第一節研究背景. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
第二節研究動機. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
第三節個案背景. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
第四節研究目的. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
第五節研究問題. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
第二章文獻探討. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
第一節品牌概念與品牌權益理論. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
第二節品牌建立與相關文獻探討. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
第三節要素品牌策略. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
第四節策略分析工具. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
第三章全球暨標的市場美國之淨水產業分析. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
第一節全球淨水過濾產業概述. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
第二節美國淨水過濾產業概述. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
第三節美國商用（咖啡餐飲）市場. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
第四節個案介紹. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
第四章研究方法. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
第一節研究方法. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
第二節研究對象與訪談. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
第三節研究設計與架構. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
第五章研究結果. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
第一節外部策略分析. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
第二節內部策略分析. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
第三節SWOT 分析與策略. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
第四節平衡計分卡分析. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
第五節商業模式分析. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
第六節品牌建立策略. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
第六章結論與建議. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
第一節研究總結. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
第二節研究貢獻. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
第三節研究限制. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
第四節未來研究建議. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
參考文獻. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
中文文獻. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
英文文獻. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

中文文獻
經濟部中小及新創企業署（2023）。中小企業白皮書 2023。經濟部中小及新創企業署。取自：
https://www.moeasmea.gov.tw/article-archives-2567

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