現今餐飲產業持續穩定發展，台灣餐飲業營業額與營利家數皆逐年增長。許多知名連鎖餐飲品牌持續擴大事業版圖，並加強其品牌之管理與經營，另一方面，也有餐飲品牌面臨營運的危機，出現營業額下滑或店數減少的現象。在面臨品牌老化之際，企業可採取品牌再造之策略，使品牌得以再次吸引目標客群。本研究以連鎖餐飲品牌「藝奇」為例，其品牌創立於2005年，發展至2015年經歷品牌老化階段，同時著手進行品牌再造。研究目的為：一、研究藝奇進行品牌再造之原因。二、探討藝奇進行品牌再造過程中，必須經歷之流程。三、針對品牌再造提出具體建議。研究方法透過深度訪談法，以五位企業主管為訪談對象，以探討藝奇品牌老化與品牌再造之歷程。研究結果顯示，藝奇進行品牌再造的原因包含「品牌老化、經營狀況未達預期、品牌定位混淆、內部優化、顧客喜好」。藝奇品牌再造流程可分為：一、品牌探索：找出品牌再造方向為「成為更正宗、更高端的日料品牌」。二、品牌承諾：其品牌承諾、品牌個性皆進行調整。三、品牌表現：其更新了店面裝潢與菜單設計。四、品牌行動：對內透過定期教育訓練、主管會議凝聚團隊，對外加強行銷。結論建議藝奇品牌在進行品牌再造的歷程中，可將「品牌名稱重新命名」納入品牌再造的可能發展方向。另建議品牌在進行品牌再造之際，應統一品牌視覺識別系統之風格與色系。透過上述建議期使品牌再造賦予品牌全新樣貌

Food service industry nowadays develops and grows stably. Both the revenue and the number of for-profit businesses increase year by year in food service industry in Taiwan. Lots of well-known chain restaurants continue expanding the scope of business, and also strengthen their brand management. On the other hand, there are also restaurant brands facing business crises with the decline in turnover or the number of stores. In the face of brand aging, companies can adopt the strategy of rebranding, so that the brand can once again attract target audiences. This study takes on a Japanese restaurant Ikki founded in 2005 as the case study. It has gone through the stage of brand aging since 2015, while it carried out the strategy of rebranding. The purposes of this study were as follows. First, explore the reason of rebranding of Ikki Japanese restaurant; second, examine the processes that must be going through during the rebranding of Ikki Japanese restaurant; third, make specific suggestions for its rebranding. The in-depth interview was adopted, with the subjects being 5 business managers, in order to explore the progress from brand aging to rebranding of Ikki Japanese restaurant. The results revealed that the reason of rebranding of Ikki Japanese restaurant included brand aging, unexpected operating results, brand positioning confusion, internal optimization, and customer preferences. Its processes of rebranding are as follows. First, brand exploration: it set the direction of rebranding as “becoming a more authentic and high-end Japanese restaurant brand.” Second, brand promise: “it adjusted its brand promise and brand personality.” Third, brand performance: “it renovated its store and redesigned menu.” Forth, brand action: “it united the team by conducting regular education trainings and supervisor meetings in internal side; and it strengthened the marketing method in the external side. In conclusion, it is suggested that Ikki brand can be renamed during the possible direction of rebranding. Also, another suggestion is that brand should intergrade its style and color of brand visual image. Through above rebranding proposals to give the brand a whole new look.

85度C官網 (2020)。法說會資訊。取自https://www.85cafe.com/InvestorRelations02_04.php。
SUBWAY官網(2019)。取自http://twsubway.com.tw/GoWeb2/include/subwayHistory.html。
中華民國統計資訊網 (2019)。營利事業家數及銷售額－按稅務行業別分(第八次修訂)-年。取自https://statdb.dgbas.gov.tw/pxweb/Dialog/varval.asp?ma=PF0102A4A&ti=%C0%E7%A7Q%A8%C6%B7%7E%AEa%BC%C6%A4%CE%BEP%B0%E2%C3B%A1%D0%AB%F6%B5%7C%B0%C8%A6%E6%B7%7E%A7O%A4%C0(%B2%C4%A4K%A6%B8%AD%D7%ADq)-%A6%7E&path=../PXfile/PublicFinance/&lang=9&strList=L。
中華民國經濟部 (2018，8月25日)。餐飲業持續成長，營業額可望再創新高。產業經濟 統計簡訊。取自https://www.moea.gov.tw/MNS/populace/news/News.aspx?kind=1&m enu_id=40&news_id=80155。
內政部統計處 (2017，11月10日)。財政統計通報。取自https://www.mof.gov.tw/multiplehtml/271。
公開資訊觀測站 (2020)。取自https://mopsfin.twse.com.tw/。
王品集團官網 (2020)。關於王品。取自http://www.wowprime.com/company_1.html。
王思予 (2017)。傳統企業品牌再造—以中醫草藥產業W公司為例 (未出版碩士論文)。國立臺灣大學，台北市。
王國欽、駱香妃、陳玟妤、陳瑞倫 (2019)。兩岸頂尖企業專訪與個案研究：老爺酒店集團的故事。新北市：心理出版社。
王筑瑩 (2013)。品牌再造對美髮產業商業經營模式之影響 (未出版碩士論文)。國立高雄應用科技大學，高雄市。
吉野家官網 (2020)。店舖數一覽。取自https://www.yoshinoya-holdings.com/ir/report/shoplist.html。
李鑫鋒 (2009)。品牌老化與品牌再造之研究 (未出版碩士論文)。國立政治大學，台北市。
周正剛、洪雅齡、葉榮廷 (2020)。2020台灣連鎖店年鑑。臺北市：台灣連鎖暨加盟協會。
邱瓈葳 (2018，8月21日)。聚餐怎麼選？十大熱門異國料理排行。Social Lab社群實驗室。取自https://www.social-lab.cc/2018/08/social-insights/travelfood/7505/?_ga=2.256625032.2043272464.1569851739-1632934130.1567640034。
施振榮 (2015)。六面向論輸贏。臺北市：天下文化。
海底撈官網 (2019)。取自https://www.haidilao.com/zh/gyhdl/jyln/index.html#3。
高端訓 (2012)。WOW！多品牌成就王品。臺北市：遠流出版社。
張金元 (2018)。品牌老化與品牌再造之研究-以A公司為例 (未出版碩士論文)。國立中正大學，嘉義縣。
陳玉娜 (2017)。品牌再造對品牌權益之影響 (未出版碩士論文)。國立彰化師範大學，彰化市。
陳炳志 (2005)。企業進行產品品牌再造之探索性研究 (未出版碩士論文)。國立成功大學，台南市。
陳碧芬 (2018，3月12日)。台灣咖啡連鎖店和工程龍頭，同躍全球百大品牌再造。工商時報。取自https://m.ctee.com.tw/livenews/aj/20180302003753-260410?fbclid=IwAR0yfFGIYaTVq2zFckg--oJ8EQSV73Q5Bu9ztnacVi3Po8vDIXLWOT7a8aQ。
雲朗觀光集團官網 (2020)。集團簡介。取自https://www.ldchotels.com/zh-hant/about-us/。
經濟部統計處 (2019)。批發、零售及餐飲業經營實況調查報告。取自https://www.moea.gov.tw/Mns/dos/content/ContentLink.aspx?menu_id=9431。
經濟部統計處 (2020)。批發、零售及餐飲業營業額統計。取自https://dmz26.moea.gov.tw/GMWeb/investigate/InvestigateEA.aspx。
劉晉彰、郭中麟 (2017)。臺灣連鎖餐飲加盟品牌策略建構之商業模式研究。國立虎尾科技大學學報，33(4)，81-96。
蔡東霖 (2015)。品牌活化與商業模式之研究-以C品牌為例 (未出版碩士論文)。國立中山大學，高雄市。
蔡瑤昇、吳興蘭、邱志宏 (2013)。美食達人(85度C)—打造品牌行銷大陸。管理評論，32(2)，103-110。
藝奇官網 (2020)。食藝之美。取自https://www.ikki.com.tw/menu.html。
藝奇官網 (2020)。尋訪藝奇。取自https://www.ikki.com.tw/store.aspx。
藝奇官網 (2020)。關於藝奇。取自https://www.ikki.com.tw/about.html。
藝奇新日本料理_ikki (2020)。取自https://www.facebook.com/ikki.cuisine/。
藝奇新日本料理-台北中山北店 (2020)。取自https://www.facebook.com/ikki10521/。
Aaker, D. A. (1991). Managing Brand Equity, New York: The Free Press.
Aaker, David A. (1996) , Building Strong Brands ,New York: The Free Press.
American Marketing Association (1960). Marketing Definitions: A Glossary of Marketing Terms, Chicago. American Marketing Association.
Daly, A., & Moloney, D. (2004). Manging Corporate Rebranding. Irish Marketing Review, 17(1/2), 30-36.
Keller, K. L. (1999). Managing Brands for the Long Run: Brand Reinforcement and Revitalization Strategies. CALIFORNIA MANAGEMENT REVIEW ,41(3),102-124.
Kotler, P. (1994). Marketing Management - analysis, planning, implementation, and control. Eight Edition. Prentice-Hall, New Jersey.
Lehu, J. M. (2006). Brand Rejuvenation, How to Protect, Strengthen & Add Value to Your Brand to Prevent it From Ageing (Kogan Page).
Lehu, J. M..(2004). Back to life! Why brands grow old and sometimes die and what managers then do: An exploratory qualitative research put into the French context. Journal of marketing communications, 10, 133-152.
Merrilees, Bill (2005), “Radical Brand Evolution: A Case-Based Framework,” Journal of Advertising Research, 45(2), 201–210.
Miller, D., & Merrilees, B. (2013). Rebuilding community corporate brands: A total stakeholder involvement approach. Journal Of Business Research,66(Thought leadership in brand management II), 172-179.
Muzellec, L. & Lambkin, M. (2006). Corporate rebranding: destroying, transferring or creating brand equity?. European Journal of Marketing, 40(7/8), 803-824.
Neuendorf, K. A. (2002). The Content Analysis Guidebook. Thousand Oaks, CA: Sage.
Neuman, W. L. (1997). Social research methods: qualitative and quantitative approaches. Boston, NH: Allyn & Bacon.
Peter Doyle. (2001). Building value-based branding strategies. Journal of Strategic Marketing, 9(4), 255-268
Stuart, H., & Muzellec, L. (2004). Corporate makeovers: can a Hyena be rebranded?. The Journal of Brand Management, 11(6), 472-82.