The starting point for assessment is not capital, but asking: "What can our products offer buyers beyond being cheap?" If your products already have advantages in reliability, specification flexibility, or lead times compared to competitors, that's the foundation a brand can stand on. Next, you need to confirm the market side: Who is your target customer? How do they currently buy this type of product? Would your existing OEM clients allow you to put your own label on the goods? Transition doesn't have to be all-or-nothing. Many Taiwan manufacturers choose a "dual-track" approach—maintaining existing OEM clients while opening new branded channels, using existing production capacity to support the new brand's initial inventory and delivery capability, reducing the risk of a one-time transformation.