本研究旨在探究台灣新創設計師品牌在資源有限的經營環境下，如何透過品牌識別的建 構、品牌體驗的落地以及通路策略的演進，逐步建立可持續成長的商業模式。研究以台 灣女裝品牌「雨兒(YUER)」為單一個案對象，透過深度資料蒐集與質性分析，解構 該品牌從創業初期的「寄售」階段、中期的「快閃測試」階段，至成熟期的「百貨正櫃」 擴張歷程。
研究發現，新創服飾品牌的成長並非僅仰賴創作者的設計美學，而是一套動態的能力演 進過程。首先，品牌必須透過理念(MI)、行為(BI)與視覺(VI)的同步整合，確立 一致性的品牌識別系統，方能被市場有效辨識。其次，品牌體驗的實踐需仰賴商品、服 務與空間三者的協同效應，將抽象識別轉化為消費者可感知的沈浸式感官記憶。在通路 發展上，研究指出「快閃櫃位」不僅是營收來源，更扮演了建立「通路履歷」的關鍵角 色，能有效消弭新創品牌與大型百貨間的資訊不對稱，成為進駐主流通路的轉捩點。最 後，品牌規模化的門檻在於「制度化」的建立，透過 SOP 流程與 VIP 數據管理，品牌 方能脫離對創作者個人的依賴，實現跨據點的穩定複製。
本研究結合品牌識別、體驗管理、通路策略與商業模式等理論，建構出「新創服飾品牌 循環成長模型(Identity-Experience-Channel-BM Model)」。此模型不僅填補了學術界關 於新創設計師品牌商模演化研究之缺口，亦為有意進入百貨通路之文創業者提供具備實 務操作性的策略地圖，並針對通路端提出「漸進式導入」與「數據賦能」等管理建議， 期能協助台灣設計師品牌在競爭激烈的市場中建構長效的品牌價值。

This study explores how start-up designer brands in Taiwan overcome resource constraints to establish sustainable business models through the integration of brand identity, experience realization, and channel evolution. Using the womenswear brand "YUER" as a single-case study, this research deconstructs the brand's trajectory from initial "consignment," through "pop-up testing," to mature "permanent department store counters."
The findings indicate that the growth of fashion start-ups is a dynamic process of capability evolution rather than mere aesthetic vision. First, achieving synchronization across Mind Identity (MI), Behavior Identity (BI), and Visual Identity (VI) is a prerequisite for market recognition. Second, brand experience realization stems from the synergy of product, service, and space, translating abstract values into perceptible sensory memories.
Regarding channel development, this study highlights that "pop-up stores" act as a critical "Channel Track Record" that mitigates information asymmetry between start-ups and major retailers, serving as a strategic turning point for entering mainstream markets. Finally, the threshold for scaling lies in "institutionalization"—establishing SOPs and data management systems to transition from individual-led creation to a replicable operational model.
Integrating theories of identity, experience, and channel strategy, this study constructs a "Dynamic Growth Model for Start-up Fashion Brands." This model provides a strategic roadmap for creative entrepreneurs and offers managerial implications for channel providers, such as "progressive introduction mechanisms" and "data empowerment," to foster long-term brand equity in competitive markets.

一、 中文部分(按著者姓氏筆劃排序) 蔡皓霓(2026)。從零開始的品牌成長故事:以雨兒品牌為例。未出版之碩士論文，國 立政治大學，商學院經營管理碩士學程，台北市。
二、 英文部分(按著者姓氏字母 A-Z 排序)
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