國內加油站通路第一品牌台灣中油公司油品行銷事業部羅執行長，正為加油站即將上市的咖啡品牌命名議題而煩惱，是要發展全新咖啡品牌，開展加油站全新未來？還是要延續過往新增多角化項目時的品牌命名方式，以母品牌「中油」為名？何者對未來發展有利？個案探討一家公司由單純的汽柴油產品銷售開始，到面臨競爭時的通路品牌組合布局，再到加油站多角化發展歷程與新產品上市的品牌延伸與命名決策。實際運用「品牌–產品矩陣」進行探討，最終決定採取全新咖啡品牌策略與雙母品牌策略，以因應市場劇烈變化。

Mr. Luo, the CEO of the marketing business division of CPC Corporation, Taiwan, the No. 1 brand in the domestic gas station channel, is considering the branding strategy for the new coffee brand, which is about to be launched at company owned gas stations. Two choices are taken into consideration: Is it right to choose the former, develop a new brand name, or choose later to continue the company’s naming tradition? Which strategy is beneficial to the future development of CPC? The case intends to introduce a state-owned enterprise, from its product line (gasoline and diesel products), complete channel products/brand portfolio, to its diversified development process of gas stations, the brand extension and naming decision for the new product line. This case provides an ideal context for teaching “brand-product matrix” and “brand naming strategy” (new vs. dual parent brand name) for new products.

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