台灣產業之發展以往以生產製造為主軸，具有高品質與高成本效益之競爭優勢，但隨著生產製造逐漸標準化、成熟化及穩定化，競爭優勢所創造之價值逐漸被壓縮，企業為了在微利時代取得競爭優勢，除穩固生產製造能力外，亦逐步從生產製造角色往創新與設計、品牌與服務等附加價值高的企業型態發展。為有效建立自有品牌，企業必須不斷使所提供的產品或服務與競爭對手有一定程度之差異化，差異化越高，與顧客的議價能力就越高，同樣地，抵抗競爭的能力就越強。
本研究將以生產膠帶切割器並擁有自我品牌的E公司為例，在五力分析架構下，解析個案公司其品牌競爭策略之成功關鍵，並評估該公司所推動或實施之各項方案優劣為何，做為其他公司策略擬定或轉型之參考；同時亦嘗試針對該公司未來之發展提出相關改善建議與強化方案，協助並期許該公司未來更能發揮品牌行銷之效益。

The industry development of Taiwan was focused on manufacturing the competitive advantages of high quality, high cost benefit and economic of scale in the past. Yet the value created by the competitive advantage is gradually being compressed along the industrial production standardized, mature and stabilized. Enterprise in sequence to gain competitive advantage in low profit environment must solid the capabilities, shifting from the manufacturing role to developing innovation and design, high value added brand and service.

The firm must continue to provide a level of differentiation of its products or services from competitors to effectively establish its own brand. the higher differentiation degree from its competitor will bring the stronger bargain power and sustainability.

This case study will examine a self-brand tape dispensers manufacturer – E company. By using the five forces analysis framework to evaluate the key success of the brand competition strategy and outline the advantages and drawback of the projects of E-company that may be able to set as reference strategies and transform to the other company.

Finally, the expectation of improvement program and recommendation of future development that expects to exerts and benefits the brands.

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