Please use this identifier to cite or link to this item: http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/84888
Title: 人力資本開發者任務與以員工為基礎的品牌權益之研究探討
A Study on the Task of the Human Capital Developer for Brand Vision and Employee Based Brand Equity
Authors: 賴志樫
Lai Chih Chien
王盈之
Diane Wang
Keywords: 人力資本開發
人力資本開發者
品牌遠景
品牌管理
以員工為基礎的品牌權益
human capital development
human capital developer
brand visioning
brand management
employee based brand equity
Issue Date: 2014
Abstract: In an intensely competitive era of market uncertainty, sustaining the value of a brand is crucial for maintaining corporate competence. The vision of a brand is the blueprint of growth and the potential for a competitive breakthrough. However, due to the existence of a vision-culture gap, opportunities for growth and a breakthrough are sometimes limited. Acer suffered a tremendous net profit loss amounting to NT$20.6 billion (US $685 million) in 2013, acknowledging missteps in the past on resource allocation. Human capital has been acknowledged as the most important organization resource that is needed to develop competitive advantage and innovation. Literature provides evidence that alignment between customers and employees is possible when marketing and human resource is locked in a strategic fit. Thus, this study explores the role of the human capital developer in Taiwan industries, investigating the human capital development process of brand building and the outcomes on brand equity. The study aimed to standardize a brand building process for human resource practice. Through qualitative interviews and small scale quantitative investigations of several “Taiwan Excellence” awarded brands, results showed the perceived different approaches used in enterprises for brand building, with the general tasks sorted out by the researcher. Furthermore, results of this study provide a better understanding of employee based brand equity in Taiwan.
In an intensely competitive era of market uncertainty, sustaining the value of a brand is crucial for maintaining corporate competence. The vision of a brand is the blueprint of growth and the potential for a competitive breakthrough. However, due to the existence of a vision-culture gap, opportunities for growth and a breakthrough are sometimes limited. Acer suffered a tremendous net profit loss amounting to NT$20.6 billion (US $685 million) in 2013, acknowledging missteps in the past on resource allocation. Human capital has been acknowledged as the most important organization resource that is needed to develop competitive advantage and innovation. Literature provides evidence that alignment between customers and employees is possible when marketing and human resource is locked in a strategic fit. Thus, this study explores the role of the human capital developer in Taiwan industries, investigating the human capital development process of brand building and the outcomes on brand equity. The study aimed to standardize a brand building process for human resource practice. Through qualitative interviews and small scale quantitative investigations of several “Taiwan Excellence” awarded brands, results showed the perceived different approaches used in enterprises for brand building, with the general tasks sorted out by the researcher. Furthermore, results of this study provide a better understanding of employee based brand equity in Taiwan.
URI: http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=%22http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22GN060086003I%22.&%22.id.&
http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/84888
Other Identifiers: GN060086003I
Appears in Collections:學位論文

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