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| Title: | 代理商、品牌、客戶永續經營的策略 -以D公司代理科學分析儀器為例
Strategies Marketing Analysis for Distributor, Brand and Customer - A Case Study of Company D Distributes Scientific Instruments |
| Authors: | 林勝茂
Lin, Sheng-Mao |
| Contributors: | 邱志聖
Chiou, Jyh-Shen
林勝茂
Lin, Sheng-Mao |
| Keywords: | 策略行銷分析
4C架構
代理商
科學分析儀器
4C Strategic Marketing Analysis Framework
Distributor
Scientific Instrument |
| Date: | 2022 |
| Issue Date: | 2023-02-01 14:01:39 (UTC+8) |
| Abstract: | 分析儀器是當代分析化學主要使用的一種工具，集合了光學、熱學、電學、磁學、力學以及物理學、分析化學、機械、電腦等跨學門的理論知識。分析儀器主要包括質譜儀、光譜儀、色譜儀等各大類，用以檢測分析物的各種屬性，例如光吸收、光發射、電導率、成分等，廣泛應用於食品檢測、環境監測、疾病控制、藥物分析、農產品檢測、石化檢測、材料分析等產業，具備廣闊的市場需求。 在科學分析儀器市場方面，歐美為主要儀器設備製造領導品牌，國際品牌商為不讓各國文化民情與產業特性不同等因素，變成扼殺品牌原廠切入市場的阻礙，所以發展策略多半都以代理或經銷的方式進入市場，而這種進入市場的方式對於剛起步或初涉入新領域的品牌商承擔風險較低，初期無需投入大量的資本、設備及行銷通路，節省跨國成本，在這些條件下，致使代理商或經銷商數量蓬勃發展。
但是，隨著儀器分析需求量的大量成長，各家儀器廠商、代理商商也都加強了產品研發和市場銷售的投入，在品牌、產品、服務、價格等各方面，展開激烈的競爭。而國內高端科學儀器並無生產，主要扮演代理商角色，代替歐美品牌經營特定區域做市場滲透或產品的推展，其大多數行銷策略需依循品牌商整體策略及產品定位進行。代理商除了須面對國內激烈的其他品牌競爭外，被品牌商換掉代理或是直營分公司設立的威脅同時存在。代理商營運存在著做少換掉、做多被拿走的兩難宿命。
由本研究藉由D個案公司以4C策略行銷分析架構，探討代理商如何使用4C行銷分析，檢視原廠 (品牌製造商)、代理商、客戶 (使用者) 的三角合作關係，創造D公司自身的營運價值與長期競爭優勢，同時了解如何於各個營運階段下，進行有紀律的良性動態4C循環，發展合適於分析儀器的短、長期優勢與專屬陷入策略，同時維持上游代理品牌的長久經營及下游客戶關係的永續發展，研究也可供國內類似產業代理商借鏡因應。
Scientific instrument is a tool mainly used in contemporary analytical chemistry, which integrates the theoretical knowledge of optics, heat, electricity, magnetism, mechanics, physics and other cross-disciplines. Analytical instruments mainly include mass spectrometer, spectrometer, chromatograph and other major categories, used to detect various attributes of analytes, such as light absorption, light emission, conductivity, composition, etc., widely used in food testing, disease control, drug analysis, material analysis and other industries, with broad market demand.
In terms of the scientific instrument market, Europe and the United States are the main leading brands of instrument manufacturing, and most of them enter to the global market through local distributor, and this way of early-stage market entering take benefits in less risky of local market environment and better market coverage efficiency. These local distributors play an important role in the scientific analysis instrument industry market as a business partner to brand company for both before sales and after service works.
However, distributor not only facing competition from other brands, but also having threat from brand company go direct or replace their distribution right. There is a dilemma in distributor operation with brand companies.
This study uses the 4C strategic marketing analysis framework of D case company to explore how distributor discipline the dynamic 4C cycle in virtuous circle with upstream manufacturers (brand) and downstream customers (users) at all develop stages. At the same time, it maintains the long-term operation of upstream brands and the sustainable development of downstream customer relationships, and research can also be used by domestic similar industry distributors to respond. |
| Reference: | 1. Anderson, J.C., Narus, J.A. and Van Rossum, W. (2006) Customer Value Propositions in Business Markets. Harvard Business Review, 84, 91-99.
2. Ansoff, H. I. (1965). Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion. New York: McGraw-Hill.
3. Kotler, P. and Gertner, D. (2002) Country as Brand, Product, and Beyond: A Place Marketing and Brand Management Perspective. The Journal of Brand Management, 9, 249-261. http://dx.doi.org/10.1057/palgrave.bm.2540076
4. Williamson, O.E. (1975) Markets and Hierarchies: Analysis and Antitrust Implications: A Study of Internal Organization. The Free Press, New York.
5. 巫立宇、邱志聖(2021)。銷售與顧客關係管理(二版)。臺北市：新陸書局。
6. 邱志聖(2020)。策略行銷分析：架構與實務(五版)。臺北市：原照出版。 |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
110932011 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0110932011 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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| 201101.pdf | | 2715Kb | Adobe PDF2 | 0 | View/Open |
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