隨著世界主要國家所營造出的貨幣寬鬆政策，導致物價不斷上升、多數消費者在購買服飾時更注重成本價格比，於是具有平價時尚或是平價高品質的衣著便成為市場的主流。而要達成平價且有質感的目標，業者都在供應鏈上做出適度的整合，因此SPA（自有品牌服飾專營商店）上下游整合經營模式也就越發盛行。因此，本研究擬以策略三構面來探討目前服飾業品牌價值第一的Zara、和日本基本平價款為主的Uniqlo，並以台灣新興的國民品牌lativ為比較對象，藉由使用SPA模式的三個案分析提出後進的服飾創業者如何畫分「營運範疇」、累積創造「核心資源」及建構「事業網絡」的策略三構面，以提供新興市場的小型品牌未來應該發展的方向，期待能提供相關業者的參考。

As the world’s major countries tend to create a quantitative easing (QE) environment, leading to rising prices, most consumers pay more attention on cost-price ratio when purchasing clothing. Therefore, the mainstream of apparel industry is appealing to less expensive clothing with high-quality or affordable fashion. In achieving the goal, integrating business processes should take some adjustment; accordingly SPA (Specialty Store Retailer of Private Label Apparel) has become quite popular in the apparel industry. Thus this study intends to compare and analyze Zara, Uniqlo and lativ based on three strategic dimensions. All these cases are operating with SPA concept. Then we will provide new entrants with the following suggestions: how to define the “operating category,” accumulate “creating core resources” and finally construct “business network.” We aim to present future direction for small new brands in emerging markets, and look forward to providing guidelines for related industries.