曾漢壽（2008）引述法藉設計大師Philippe Starck演講內容，全球前一百大品牌與亞太前一百大代工廠淨利比是57：1，這項懸殊的差異指出品牌與代工的獲利失衡，更說明品牌所創造出的效益遠遠超過代工的利潤。因此企業要永續經營且獲取應得之利潤，應自創品牌才是上策。本研究選定三家不同業種的企業個案，並從三方角度同時蒐集管理當局、員工及品牌專家的實際經驗與觀點。以深度訪談及次級資料的分析方式，取得企業家自創品牌的發展歷程及其信念；研究者舉辦焦點群體座談，蒐集員工的意見及工作體驗；亦透過深度訪談獲取品牌專家的觀點。本文為質化研究，以歸納觀察與研究的現象，同時蒐集不同立場的事實現象、觀點以及主客觀資訊，使自創國際品牌的發展演態及品牌故事結構更為多元且完整。歸納三個個案發現，企業家「由內而外」發展一套具前瞻的價值觀、經營理念，吸引顧客的品牌文化，具市場導向的雙圈式學習組織，這些條件具備時，則品牌經營的成功率將大幅提升。自創國際品牌的企業「由外而內」的發展：唯有與顧客或最終使用者之間建構屬於彼此的專屬資產、增強客戶忠誠度以及提高轉換成本，同時找到屬於自己的利基市場，熟識國際市場並切實掌握通路。

The substantial profit difference between Own-Brand and Original Equipment Manufacturing companies is well-noted. We maintain that a company should create its own brands for long-term survival and growth. We take three companies as case study for their brand building and development. We collect data from three sources: company management, employees, and brand experts. First, entrepreneurs were interviewed to understand their mind sets of brand-building. Second, we do focus group interviews of employees to understand how they perceive brand beliefs and management philosophy. Finally, we conduct in-depth interviews of brand experts.As a qualitative research, this paper addresses three brand stories which based upon the aforementioned data sources. Based upon the three cases, we find that entrepreneurs develop their own value systems, corporate missions, brand cultures from ＂inside out＂ to shape the values and behaviors of employees. These companies show intelligent double-loop learning by developing their own international brands. On the other hand, these companies create specific assets together with their clients or end-users, enhance customer loyalty, raise switching cost, find their own niche markets and marketing channels from ＂outside in.＂