零售業發展自有品牌已成為零售業者擴展通路權力的象徵，零售商若找知名品牌製造商代工自有品牌，對方容易因排擠自己的品牌銷量而拒絕。若零售商改與知名品牌製造商以合作模式共同新創自有品牌，並先協議好雙方利潤分配的比例，結合製造商製造專長與零售商精通銷售的優勢，掛上新品牌銷售，不但可提高消費者對自有品牌的知覺品質與購買意願，也可擴展自有品牌產品市佔率，反而帶來雙贏策略，提高了雙方之利潤。因此本文提出零售商與領導製造商共同合作創新自有品牌的可能，設定兩製造商與一零售商進行三人三期不合作賽局，在零售商領導的通路權力模式下，推論零售商發展自有品牌的策略選擇。研究發現零售通路業者在找知名品牌製造商代工，或與製造商合作新創自有品牌之兩策略選擇下，零售商發展自有品牌的最佳策略為與製造商合作新創自有品牌，而對知名品牌廠商而言，與零售商合作新創自有品牌的利潤也較代工利潤優。本文結論與時下便利商店與知名食品製造商合作，研發自有品牌似乎有不謀而合的結果。當製造商與零售商合作，運用零售商銷售資訊探勘開發有潛力的新品牌，從產品面著手研發通路專屬產品，不但可以創造綜效，也可以拓展市場拉大和競爭者的差異，這無異是零售商發展自有品牌的最佳策略。

The retailers develop the private brand products rapidly in order to get the channel power in the retail market. All of the private brand products can be either made by original equipment manufacturers or in the way that retailers and manufacturers cooperate to produce them after both firms negotiate for the share of profit. It can raise not only profit but also the market share to cooperate to develop the private brand products with production advantage and marketing advantage in the retail market. This paper will derive the retailer’s optimal strategic selection to develop the private brand products with three -stage three-person non-cooperative game. We set the retailer’s Stackelberg model with two manufacturers and one retailer, and find the best option for the retailer is to cooperate to develop the new brand products. For famous manufactures, it’s better to cooperate with the retailers than to be the OEM.