本研究運用品牌聯想的相關理論基礎，以事後觀點評析產品線向下延伸時使用「副品牌」
或「新品牌」策略之適切性，及其可能的延伸風險。研究方法上，首次將John、
Loken、Kim 與Monga (2006) 所發展之品牌概念圖 (Brand Concept Maps；BCM) 運用在品
牌延伸決策之探討，解析其品牌聯想內容與結構特性，建構衡量指標，分別是第一層品
牌聯想的迴響性、相互關聯性、次級聯想數目與聯想強度，及跨品牌間跨層級的語意關
聯性比較。本研究以精品業Prada 推出之「新品牌」Miu Miu，及Giorgio Armani 所延伸
之「副品牌」Armani Exchange (A/E) 為研究對象，並發展出如何診斷其延伸是否成功的
命題。最後，學術貢獻與策略意涵、研究限制及後續建議，皆有深入討論。

Based on the methodology of Brand Concept Maps (BCM) proposed by John, Loken, Kim,
and Monga (2006), for eliciting brand association networks from consumers and aggregating
individual maps into a consensus map of the brand, this article aims to identify the reciprocal
spillover effects between the parent brand and its downward line extensions and to
reexamine under what strategic concerns companies launch new products as line extension
or as second brand. The authors have conducted both qualitative and quantitative
comparisons of the cognitive structures between consumers’ BCMs to parent brand and to
line extension brands. Two cases illustrated these examinations, i.e., the downward line
extensions from Prada to MiuMiu and those from Giorgio Armani to Armani Exchange,
respectively. The authors have developed some propositions for measuring the performance
of downward line extension as well. The prospect academic contributions, implications of
global branding strategies, research restrictions and further studies are also discussed.