當代全球奢侈品市場正處於消費結構重組與「K型分化」的劇烈震盪期，位於夾心階層的輕度奢侈品牌面臨定位失焦的生存危機。本研究以輕奢開創者 Coach 為核心個案，導入凱勒（Keller）的「顧客導向品牌權益模型（CBBE 模型）」為診斷架構，系統性剖析成熟品牌如何打破定位枷鎖，透過次文化融合轉型為具高情感共鳴之生活方式品牌的動態演進歷程。
本研究採取個案研究法，結合 PEST、競爭者與 4P 行銷組合進行診斷。研究顯示，個案品牌依循 CBBE 金字塔架構推動重塑：在「品牌識別」與「品牌意義」階段，透過縮減折扣通路、回歸頂級皮革工藝與翻新門市視覺重構顯著性；在「品牌回應」階段，導入預測性 AI 改善營運，並透過年輕名人進行真我價值觀的敘事傳輸；最終在「品牌共鳴」階段，將環保永續、獨立文學等社群次文化深度融入於產品中，輔以沉浸式社交場域經營，成功贏回新世代消費者的行為忠誠。
研究結果呼應理論文獻，顯示Coach 翻轉成功的戰略關鍵，在於其與新世代消費者達成深層的「心理對位」，此新觀點衍生自「自我一致性理論（Self-Congruity Theory）」並對應到「社會比較理論（Social Comparison Theory）」。個案品牌告別傳統精品居高臨下的權威姿態，以平等夥伴姿態，同時滿足數位原生世代在「外在同儕社會比較」與「內在追求自我概念一致」的雙重心理渴望，將品牌轉化為展現真實自我（Courage to be Real）的平行符號載體。本研究在理論上深化了成熟品牌重塑的心理演進路徑，實務上亦為時尚零售經理人提供了系統化的科技治理與次文化行銷策略。

The global luxury market is undergoing a sharp, polarized "K-shaped bifurcation," leaving accessible luxury brands in a mid-tier positioning crisis. Using Keller's Customer-Based Brand Equity (CBBE) Model as a diagnostic framework, this thesis systematically examines how Coach broke through its constraints to become a high-emotional-resonance lifestyle brand through subcultural stitching and dynamic strategic rebranding.
Using a qualitative case study methodology that integrates PEST, competitor, and 4P analyses, the findings show that the brand executed its rebrand tightly along the CBBE pyramid. In the "Brand Identity" and "Meaning" stages, it rebuilt salience by reducing discount channels, returning to leather craftsmanship, and revamping store visuals. In the "Brand Response" stage, it integrated predictive AI data and value-driven storytelling. Finally, in the "Brand Resonance" stage, it embedded youth subcultures—such as circular sustainability and independent literature—into products and immersive social spaces to trigger sustainable behavior and loyalty.
Conclusively, this thesis conceptualizes "Psychological Counter-Positioning" as the cornerstone of Coach’s turnaround success, a paradigm derived from Self-Congruity Theory and aligned with Social Comparison Theory. Departing from traditional luxury houses' authoritative posture, the brand acts as an equal partner, satisfying digital natives' dual needs for "external peer social comparison" and "internal self-concept consistency," and successfully positioning the brand as a parallel symbolic vehicle for authentic self-expression (Courage to be Real). Theoretically, this study deepens the psychological deconstruction of mature rebrands, while practically offering an operational blueprint for technological governance and subcultural stitching marketing.

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