台灣以代工製造模式盛行，並逐漸朝向自創品牌(OBM)模式發展，而代工累積的能力(capability)和品牌經營的關聯在過往文獻中鮮少以台灣為背景環境來進行探討。本研究的目的是檢視自創品牌公司在尋求能力累積時所需的資源，並且如何將累積的能力對品牌表現做出貢獻。本研究亦將探討代工和品牌間的衝突如何影響品牌決策。
本研究以個案研究的方式探討能力和品牌策略的關係。過往文獻多以科技業自創品牌的個案為例，故本研究的個案選擇除科技業外，尚包含傳統產業及文創產業自創品牌個案，以獲取更廣之研究觀點。
本研究發現，代工經驗中的通路(channel distribution)和技術知識基礎(technological knowledge base)影響能力的累積。隨著研發能力的成熟，組織會選擇自創品牌。在品牌發展初期較常仰賴研發能力的運用，到了品牌發展的成熟期，組織為了拓展市場會高度運用行銷能力。研發和行銷能力這兩者皆對品牌績效有正面影響。除此之外，代工和品牌事業產生外部衝突時，組織常會維持代工和品牌並存模式。而當代工和品牌衝突影響到組織內部的資源分配時，組織則會傾向將代工和品牌事業分開。

The relationship between capabilities and branding is rarely discussed in the context of Taiwan. The OEM-ODM-OBM manufacturing model is especially well-developed in Taiwan. The purpose of this study is to examine resources that OBM firms will pursue to accumulate their capabilities which in what way contribute to the brand performance. Moreover, conflicts between OEM/ODM and OBM business influencing the branding strategies will be discussed in the study.
Through the approach of case study, this research will analyze the relationship between capabilities and branding strategies. Except for the high-tech firms which have commonly been discussed in prior literature, cases from traditional industry and art industry are selected in this study to provide a broad research perspective.
The research findings show that the resources of channel distribution and technological knowledge base from OEM/ODM experience positively affect capabilities accumulation. With mature R&D capabilities, a firm will be driven to build its own-brand; moreover, in the early branding stage, a firm will first exploit R&D capabilities rather than marketing capabilities. Until the brand reaches the mature stage, the firm will depend on marketing capabilities to expand the market. Both R&D and marketing capabilities have positive impacts on the brand performance. In addition, when external conflicts exist between OBM firms and OEM/ODM customers, OBM firms will still maintain OBM-OEM/ODM coexistence model. However, when internal conflicts of resource allocation exist within OBM firms, they will consider OBM-OEM/ODM separation model.

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