FMCG快速移動消費性產品泛指商品使用週期較短、產品消費速度較快、消費者需要不斷重複購買的產品，由於消費者對此種產品的涉入程度低、認知品牌間產品特性差異不大，為了提高市佔率，企業常會以品牌價值創造做為行銷要點，因此，本研究主要依據邱志聖教授所提出的「4C策略行銷分析架構」，就FMCG買方面對品牌廠商所投入的行銷組合的價值評估，與賣方在交易過程獲得品牌權益累積的作法，以雙方所投入的四種成本：外顯單位效益成本 (C1)、資訊搜尋成本(C2)、道德危機成本(C3) 以及專屬陷入成本(C4) ，找出品牌發展與建構的成功關鍵因素。
採用居家領導品牌案例並針對產品生命週期的產品導入期、成長期等品牌建構、發展時期進行成功因素分析，發現：
1.就產品導入、品牌建構期：
品牌建構的基礎是商品，品牌廠商必須確保消費者獲得與品牌承諾一致的C1商品品質與效益，產品的開發策略也必須聚焦於產品本身的關鍵技術或者利基開發滿足各種消費者需求，且能不斷提升與累積其使用產品總效益的產品組合延伸，再透過有效的C2投資，建議採用中央路徑直接溝通品牌的商品獨特利益，並採用整合性的行銷傳播媒體傳遞一致的商品訊息與品牌形象，建立一致清楚的品牌內涵並系統性的累積品牌資產。品牌建構的過程必須在商品上市前即對於可能的C3成本建立有效的管控做法與危機處理機制，而持續透過與買者C1效益連結為品牌商品的專屬資產，透過C2活動建立的品牌印象累積品牌專屬資產C4，建立品牌忠誠。
2.就產品成長、品牌發展期：
維持品牌商品的穩定產品品質與運用關鍵技術進入新區隔市場或者產品線延伸都是持續降低消費者外顯單位效益成本C1的有效做法，再透過活用不同的溝通通路與新興科技整合傳遞一致的定位與商品、品牌訊息，降低消費者C2並持續累積品牌C1效益訊息傳遞進而建立品牌的專屬資產C4。品牌發展階段C3的管理控制作業甚或危機處理致關重要，所提及穩定的C1產品品質、透過C2建立C4品牌信任感、面對品牌競爭的C2回應操作都是控制或降低道德危機成本C3的關鍵因素。自品牌建構期到發展期必須定義清楚與系統性的累積消費者對於該品牌的技術方案產品效益、品牌印象偏好等品牌的專屬陷入成本C4，持續的追蹤與運用C4創造更深厚的品牌資產，產生態度與行為的忠誠，促使品牌永續的發展。

“Fast Moving Consumer Goods” (FMCG) represent products of natures of shorter applicable life cycle, higher product sales turnover and constant repeat purchases from consumers. Due to low consumer products involvements and small identical differences from goods to goods, enterprises usually promote brand equities as strategic business development focus to enhance market share. Thus, to identify key successful brand equity construction and development factors, the “4C Strategic Marketing Analysis Model” developed by Professor Jyh-Shen Chiou is applied to understand the creation and accumulation of brand equities through the exchanges from brand owners’ marketing assortments/mix investments and the 4 types of costs investments by consumers: Overt Cost Per Utility (C1), Buyer Cost of Information Searching (C2), Buyer Cost of Moral Hazard (C3) , and Buyer cost of Holdup (C4).
Throughout a household market leading brand case study, critical branding construction and development success factors in product introduction and growth life stage are identified as:
1.Product introduction and brand construction stage：
Brand owners must deliver products of consistent quality and utilities C1 as brand promises throughout the identical technology and benefits to fulfill consumer unmet needs with extended portfolios. With effective C2 investments through product FAB central route orientated integrated marketing tactics to convey consistent messages and brand images could brand owners build assets productively and systematically. A pre-developed mechanism and crisis management process to manage C3 must be built before new launches and constantly link consumer utility satisfactions C1 and C2 brand images and equities gained to build and accumulate all into brand holdup equities C4 to build sustainable brand loyalties.
2. Product growth and brand development stage:
Stable quality assurance and new market, new product line extensions with owned technologies leveraged are effective ways to consequently decrease consumer C1 costs with quality or new utilities gain. Throughout various communication channels or new media technologies applied to convey consistent product position, brand messages and promises would also lower consumer information searching cost C2 and by that a conjoint impact with strong C1 to build strong brand asset specificity C4. To manage and lower cost of moral hazard C3 is critical at this stage while consistent product quality C1, brand trust and correspondence to competitions by C2 investments are decisive to right C3 management. A clear brand assets definition and developed directions from brand construction to development period to holdup consumers’ C4 with utilities gain and brand preferences must be constantly tracked and leveraged to create even stronger equities with behavioral and attitudinal loyalty for brand sustainable development.

一、中文文獻：
1.阮宏恩，2009，影響業務人員客戶關係相關因素之研究-以快速流通消費品產業為例，成功大學企業管理研究所。
2.邱志聖，2010，策略行銷分析:架構與實務應用(三版)，智勝文化。
3.吳誌雄，2014，觸控產業行銷策略之探討以台灣、大陸及日本觸控廠商為例，政治大學商學院經營管理碩士學程。
4.許竹雅，2013，FMCG產業在台競爭策略之研究-以P&G為例，中山大學企業管理學系碩士論文。
5.張奐雲，2012，以4C策略行銷架構分析可視化履歷服務網之可行性，政治大學商學院經營管理碩士學程。
6.Blog at WordPress.com, 2012, “快速消費品產業簡介”, https://ntuibcamp.wordpress.com/%E7%94%A2%E6%A5%AD%E7%9F%A5%E8%AD%98/%E5%BF%AB%E9%80%9F%E6%B6%88%E8%B2%BB%E5%93%81%E7%94%A2%E6%A5%AD/
7.Larry Perry著，王鏑、洪敏莉譯，2000，整合行銷傳播策略，遠流出版事業股份有限公司。
8.MBAlib.com, 2008, “FAB利益銷售法”, http://wiki.mbalib.com/zh-tw/FAB%E5%88%A9%E7%9B%8A%E9%94%80%E5%94%AE%E6%B3%95
9.Philip Kotler, Gary Armstrong著，張逸民譯, 1999，行銷學，華泰文化事業股份有限公司。

二、英文文獻：
1.About FMCG.com. (2015), “The Fact about the FMCG Industry”, http://www.about-fmcg.com/What-is-FMCG/FMCG-industry-facts
2.Sanker, Dan (2013), “Taste the World’s Largest Market”, Linkedin Pulse, https://www.linkedin.com/pulse/20130530174809-94530-taste-the-world-s-largest-mark
3.MBASkool.com (2015), “Top 10 FMCG Companies in the World 2014”, http://www.mbaskool.com/fun-corner/top-brand-lists/9824-top-10-fmcg-companies-in-the-world-2014.html
4.Persona Design,ie (2014), “FMCG Branding: Going for Gold with Fast Moving Consumer Goods”, http://www.personadesign.ie/blog/fmcg_branding_going_for_gold_with_fast_moving_consumer_goods
5.Choudhary, Shweta (2014), “Managing Brands Over Time with Respect to FMCG Sector”, Indian Journal of Applied Research, 4(9), 308-310