Responsive image
博碩士論文 etd-0814122-085551 詳細資訊
Title page for etd-0814122-085551
Examining the Influence of Key Opinion Leader (KOL) on the Marketing Strategy of Sports and Leisure Brands : Take Adidas as an Example
Year, semester
Number of pages
Chih-Ting Shih
Advisory Committee
盧憶, 李慶芳
Yi Lu; Lee, Ching-Fang
Date of Exam
Date of Submission
KOL (Key Opinion Leader), Adidas, Sports and Leisure Industry, SWOT, Five Forces Analysis
本論文已被瀏覽 81 次,被下載 24
The thesis/dissertation has been browsed 81 times, has been downloaded 24 times.
本研究以Adidas愛迪達斯做為研究標的,以此為個案探究運動休閒產品有關KOL(Key Opinion Leader,以下簡稱為KOL)之代言所對產品產生的品牌效果,並就其經營模式與策略分析進行研究。研究針對四位個案公司行銷部門專員與經理進行訪談,並依據訪談結果對應文獻分析,分析Adidas旗下運動休閒品牌採用KOL代言所帶來的行銷效益。
This research takes Adidas as the research object, and takes it as a case study to explore the brand effect of KOL (Key Opinion Leader) endorsement on sports and leisure products. Moreover, research on its business model and strategy analysis by in-depth interview. 4 cases interviews were conducted with the marketing department specialists and managers. Corresponding with the interview results and literature analysis, KOL endorsements brought marketing benefits for the sports and leisure brands of Adidas.
From the analysis results, it is found that KOLs are closer to consumers than artists, and resulting in stronger product linkage. Furthermore, KOLs are usually closer to the public and have lower expense compare to artists. These features make them more suitable for endorsement of sports and leisure brands. Because of the main customer groups of sports fashion brands in Adidas are young generations, more exposer on the internet could grab more young people’s attention, and further impact them to imitate their outfit. Therefore, in planning the marketing strategy, because of the budget and product characteristics are considered, it is necessary to select suitable people from the list of KOLs as partners.
From the five forces analysis results, it is found that Adidas needs to strengthen brand differentiation in order to force brand competitiveness. From the SWOT analysis results, it is found that compared with other brands, Adidas has more local characteristics, which can be used as the focus of marketing planning strategies. Therefore, the linkage brought by KOLs close to consumers can further strengthen this advantage. According to the results of this research, it can be applied to the future marketing planning when competing with international brands, and appropriate KOLs can be selected for endorsement according to the product characteristics and brand image to strengthen the brand image.
目次 Table of Contents
國立中山大學研究生學位論文審定書 i
摘 要 ii
Abstract iii
Table of Contents iv
List of Figure vi
List of Table vii
Chapter 1. Introduction 1
1.1 Research Background and Motive 1
1.2 Research Purpose 8
1.3 Research Process 9
Chapter 2. Industry Profile 10
2.1 Industry Status Quo 10
2.2 Industry Trend 16
Chapter 3. Literature Review 21
3.1 Competitive Strategies 21
3.2 Five Force Model 28
3.3 SWOT Analysis 37
Chapter 4. Results and Conclusion 43
4.1 The characteristics of KOLs 44
4.2 The Advantages of KOL Indorsement in Sports and Leisure Brands 53
4.3 KOL Endorsement to Enhance the Strategic Competitiveness of Sports and Leisure Brands 60
Chapter 5 Conclusion and Recommendations 71
5.1 Conclusion 71
5.2 Recommendations 75
5.3 Research Limitations 77
References 79
Mandarin Reference 79
English Reference 81
Internet Source 84
Appendix- Verbatim Text from Interviewees 87
參考文獻 References
林昱宏(2020)。Long Stay產業行銷策略研究-以小墾丁渡假村為例。國立嘉義大學管理學院碩士在職專班碩士論文。
陳鎰明、張志青、林明志 (2018)。健身房經營策略之研究。休閒保健期刊,19,23-33。
教育部體育署(2019)。108 年運動統計。臺北市:作者。
鄭厚謙(2017)。你相信網紅嗎?網紅推薦口碑說服效果,國立台北商業大學碩士 論文。
葉連祺(2006)。國中人員如何進行 SWOT 分析:採行整合關係取向的研究。教育政策論壇,9卷1期,頁117-148。
謝錦堂、劉祥熹(2005)。Porter 基本策略之績效涵義:臺灣電子類上櫃公司之實證研究,東吳經濟商學學報,第51期,民國94年12月,頁1-36。

Aaker, D. A. (1991). Management brand equity: capitalizing on the value of a brand name.NY: The Free Press.
Allen, R. S. and M. M. Helms(2002),Employee Perceptions of the Relationship Between Strategy,Rewards and Organizational Performance. Journal of Business Strategies, 19(2) 115-38.
Ansoff, I.(1965).Corporate Strategy. New York:Prentice-Hall
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
Baum, J., & Singh, J. (1994). Organizational niche overlap and the dynamics of
organizational failure. American Journal of Sociology, 100, 346-380.
Caya, O., & Bourdon, A. (2016, January). A framework of value creation from business intelligence and analytics in competitive sports. In 2016 49th Hawai International Conference on System Sciences (HICSS) (pp. 1061-1071). IEEE. doi: 10.1109/HICSS.2016.136
Deephouse, D. L. (1999). To be different, or to be the same? It’sa question (and theory) of strategic balance. Strategic Management Journal, 20(2), 147-166
DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 147-160.
Ellram, L.M. (1990). The supplier Selection Decision in strategic Partnerships‖, Journal of Purchasing and Materials Management, 26(4),8-14.
Hein Weihrich(1982).The Tows Matrix: A Tool for Situational Analysis.New York:McGraw-Hill.
Hofer ,C.,& Schendel ,D.(1978).Strategy Formulation:Analytical Concepts.
Kim, L.and Y.Lim(1988).Environment ,Generic Strategies ,and Performance in a Rapidly Developing Country: A Taxonomic Approach. Academy of Management Review, 31(4) 802-827.
Gruettner, A. (2019, August). What we know and what we do not know about digital technologies in the sports industry. Americas Conference on Information Systems (AMCIS).
Hallmann, K., & Giel, T. (2018). eSports–Competitive sports or recreational activity?. Sport Management Review, 21(1), 14-20. doi: 10.1016/j.smr.2017.07.011
Hwang, Y., & Jeong, S.-H. (2016). “This is a sponsored blog post, but all opinions are my own”: The effects of sponsorship disclosure on responses to sponsored blog posts. Computers in Human Behavior, 62, 528–535.
Hein, A., Schreieck, M., Riasanow, T. et al. (2020), Digital platform ecosystems. Electron Markets 30: 87–98.
Kevin Lane Keller(2014). Strategy Brand Management:Budilding, Measurin and Managing Brand Equity 4e
Li, B., Dittmore, S. W., Scott, O. K., Lo, W. J., & Stokowski, S. (2019). Why we follow: Examining motivational differences in following sport organizations on Twitter and Weibo. Sport Management Review, 22(3), 335-347. doi: 10.1016/j.smr.2018.04.006
Mintzberg,Henery(1978).Patterns in strategy formulation. Management science,24,934-948
Muralidharan, C., Anantharaman, N., and Deshmukh, S. G. (2001). Vendor rating in purchasing scenario: a confidence interval approach. International Journal of Operations and Production Management,21(10),1305-1325 .
Nawrocki, S. (2016). 5 ways to leverage sports analytics to grow your fan base. IBM Big Data & Analytics Hub. Retrieved from our-fan-base
Nevill, A., Atkinson, G., & Hughes, M. (2008). Twenty-five years of sport performance research in the Journal of Sports Sciences. Journal of Sports Sciences, 26(4), 413-426. doi: 10.1080/02640410701714589
Piercy, Nigel;Giles, William(1989). Marketing Intelligence & Planning ,7 (5/6),5-7.
Portes, R. (2020). Credit Ratings and the Covid-19 Crisis (Doctoral dissertation, London Business School).
Porter, M.E.(1991). Toward A Dynamic Theory of Strategy, Strategy Management.
Porter, M. E.(1985).Competitive Advantage, Creating and Sustaining Superior Performance], Free Press, 1st edition.
Porter, M. E. (1980). Competitive strategy:Techniques for analyzing industries and competitors. New York, NY: Free.
Thompson, W. (2021). Worldwide survey of fitness trends for 2021. ACSM’s Health & Fitness Journal, 25(1), 10-19. doi:10.1249/FIT.0000000000000631
Treacy M. & Wiersema F(1995).,The Discipline of Market Leaders-Chooseyour Customers, Narrow Your Focus, Dominate Your Market,Addison-Wesley Publishing Company.
Whitelaw, S., Mamas, M. A., Topol, E., & Van Spall, H. G. (2020). Applications of digital technology in COVID-19 pandemic planning and response. The Lancet Digital Health. Zinn, W., & Goldsby, T. J. (2020). Global Supply Chains: Globalization Research in a Changing World. Journal of Business Logistics, 41(1), 4.

創市際雙周刊,2020年9月,163期。 content/uploads/2020/09/InsightXplorer-Biweekly-Report_20200930.pdf
Social Media Examiner(2016),摘自:
經濟部(2021)。我國體育用品 110 上半年出口成長率破百,file:///E:/USER_%E4%B8%8D%E8%83%BD%E5%88%AA/Downloads/%E6%96%B0%E8%81%9E%E7%A8%BF%E5%90%AB%E5%9C%96%E8%A1%A8.pdf
經濟部統計處(2021) 體育用品業產值今年可望突破600億元再創新高,2021年8月5日,
邱家琳(2021)。新北市政府推出運動經濟四部曲 掌握未來10年產業新局
Fashion Express編輯部(2022)。WFSGI公布:2022年運動產業白皮書,2022年2月9日,Fashion Express,
陳俐妏 (2021)。後疫情新消費趨勢成形! 運動、休閒精品加電競3亮點,蘋果新聞網2021年7月1日,
台灣經貿網(2021)。運動健身人口增加 數位化健身 美國運動休閒產業趨勢,HTTPS://INFO.TAIWANTRADE.COM/BIZNEWS/%E9%81%8B%E5%8B%95%E5%81%A5%E8%BA%AB%E4%BA%BA%E5%8F%A3%E5%A2%9E%E5%8A%A0-%E6%95%B8%E4%BD%8D%E5%8C%96%E5%81%A5%E8%BA%AB-%E7%BE%8E%E5%9C%8B%E9%81%8B%E5%8B%95%E4%BC%91%E9%96%92%E7%94%A2%E6%A5%AD%E8%B6%A8%E5%8B%A2-2336485.HTML
中華民國對外貿易發展協會 (2021) 。後疫時代各國運動趨勢與發燒商品。取自 a304-b89576f400ae.pdf
交通部觀光局(2020)。2016 年國人旅遊狀況調查。交通部觀光局行政資訊網,
交通部觀光局(2020)。2017 年國人旅遊狀況調查。交通部觀光局行政資訊網,
交通部觀光局(2020)。2018 年國人旅遊狀況調查。交通部觀光局行政資訊網,
交通部觀光局(2020)。2019 年國人旅遊狀況調查。交通部觀光局行政資訊網,
Feedvisor (2019), The 2019 Amazon Consumer Behavior Report.
Giorgio. P., Marzin, K., & Ohri, L. (2020). A whole new ball game: Nevigating digital change in the sports industry. Retrieved from -Media-Telecommunications/gx-digital-transformation-sports.pdf
電子全文 Fulltext
論文使用權限 Thesis access permission:校內校外完全公開 unrestricted
開放時間 Available:
校內 Campus:開放下載的時間 available 2022-09-14
校外 Off-campus:開放下載的時間 available 2022-09-14

QR Code