研究生: |
劉逸凡 Liu, Yi-Fan |
---|---|
論文名稱: |
資訊通路代理商之核心價值與競爭力分析:以X個案公司為例 Analysis of the Core Value and Competitiveness of Information Channel Agents: The Case Study of X Company |
指導教授: |
蕭中強
Hsiao, Chung-Chiang |
口試委員: |
簡怡雯
Chien, Yi-Wen 陳建維 Chen, Chien-Wei 蕭中強 Hsiao, Chung-Chiang |
口試日期: | 2022/05/06 |
學位類別: |
碩士 Master |
系所名稱: |
高階經理人企業管理碩士在職專班(EMBA) Executive Master of Business Administration |
論文出版年: | 2022 |
畢業學年度: | 110 |
語文別: | 中文 |
論文頁數: | 64 |
中文關鍵詞: | 規模經濟 、競爭力 、目標客戶 、品牌價值 、核心價值 |
英文關鍵詞: | economies of scale, competitiveness, target customers, brand value, core value |
研究方法: | 個案研究法 |
DOI URL: | http://doi.org/10.6345/NTNU202200530 |
論文種類: | 學術論文 |
相關次數: | 點閱:132 下載:39 |
分享至: |
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報 |
隨著科技的日新月異資訊設備不斷演變,消費性電腦產品低價化、差異化小與微利時代來臨,資訊通路完全競爭狀態下供給大於需求,供應商大量投入資源研發設計新功能產品,通路代理商配合快速回應市場需求,將產品銷售服務普及化與擴大規模經濟,降低營運成本持續獲利提升競爭力與價值創造。通路代理商扮演上游供應商品牌行銷與下游經銷商產品銷售的溝通橋樑,協助營運銷售規劃及產品、通路策略執行。目標客戶有那些痛點未被解決的、還有那些需求未被滿足的,洞悉產業趨勢的策略佈局,提升競爭力建構永續領導經營能力,讓競爭對手無法踏入我們所鞏固的目標市場與忠誠客戶,透過通路銷售管道建立屬於代理商的品牌價值形象。資訊通路代理商的核心價值取決於產品銷售通路的廣度與深度、以數位化有效系統管理眾多產品種類品項、客戶訂單、出貨與維修客服的營運管理機制,企業數位優化轉型更要有突破性多元化發展機會,與其瓜分競爭不如創新差異,在藍海市場找出企業核心價值貢獻。
With the rapid development of technology and the continuous evolution of information equipment, The era of low-cost, Low-differentiation and meager profits of consumer computer products is coming. Under the state of complete competition in information channels, The supply exceeds the demand. With rapid response to market demand, Popularize product sales and services and expand economies of scale, Reduce operating costs, Continue to make profits, And enhance competitiveness and value creation.Channel agents act as a communication bridge between upstream suppliers' brand marketing and downstream distributors' product sales, Assisting in operational sales planning and implementation of product and channel strategies. Target customers have those unresolved pain points and those whose needs have not been met. Understand the strategic layout of the industry trend, Enhance competitiveness and build sustainable leadership and management capabilities, So that competitors cannot enter the target market and market that we have consolidated. Loyal customers, Through channel sales channels to establish a brand value image belonging to the agent.The core value of information channel agents depends on the breadth and depth of product sales channels, The operation and management mechanism that effectively and systematically manages numerous product categories, Customer orders, Shipments, And maintenance and customer service. The digital optimization and transformation of enterprises requires breakthroughs. Instead of dividing up the competition, It is better to innovate the differences and find the core value contribution of the enterprise in the blue ocean market.
中文部份
2022年臺灣筆電出貨1.86億台 雲端資料中心成臺灣伺服器出貨重要動能2022年臺灣筆電出貨1.86億台 雲端資料中心成臺灣伺服器出貨重要動能. 資策會產業情報研究所(MIC). (n.d.). Retrieved April 1, 2022, from https://mic.iii.org.tw/news.aspx?id=608&List=13
IDC(國際數據資訊)研究顯示:疫情後刺激行動化趨勢,筆記型電腦與電腦顯示器出貨量紛紛創下歷史高點. IDC. (n.d.). Retrieved April 1, 2022, from https://www.idc.com/getdoc.jsp?containerId=prAP48945422
文崇一, 和 楊國樞. (2000). 訪問調查法. 社會及行為科學研究法下冊. 台北: 東華.
李佳純. (2001). 以資源基礎理論探討持久競爭優勢形成之因素—以 “ePaper 電子報聯盟” 為例. 傳播與管理研究, 1(1), 93-120.
周旭華. (2010). 競爭策略: 產業環境及競爭者分析. 天下遠見出版股份有限公司.
金偉燦, 和 莫伯尼. (2005). 藍海策略. 台北市: 天下遠見.
新聞中心 - trendforce:宅經濟效應退場,預估2022全年筆電出貨量達237.9百萬台 : 集邦trendforce - 提供內存閃存、LED照明、顯示器面板、新能源太陽能光伏產業的市場報告、價格趨勢. TrendForce. (n.d.). Retrieved April 1, 2022, from https://www.trendforce.com.tw/presscenter/news/20220114-11089.html
英文部份
Barich, H., & Kotler, P. (1991). A framework for marketing image management. MIT Sloan Management Review, 32(2), 94.
Cordell, A., & Thompson, I. (2019). Porter’s value chain. The Procurement Models Handbook, 165–167. https://doi.org/10.4324/9781351239509-50
Dominici, G. (2009). From marketing mix to e-marketing mix: a literature overview and classification. International journal of business and management, 4(9), 17-24.
Grundy, T. (2006). Rethinking and reinventing Michael Porter's five forces model. Strategic Change, 15(5), 213-229.
Keller, K. L., & Kotler, P. (2016). Marketingmenedzsment. Akadémiai K.
https://doi.org/10.1556/9789630597784
Kim, W. C., & Mauborgne, R. (1998). Value innovation: the strategic logic of high growth. IEEE Engineering Management Review, 26(2), 8-16.
Kim, W. C., & Mauborgne, R. (2014). Blue ocean strategy, expanded edition: How to create uncontested market space and make the competition irrelevant. Harvard business review Press.
Kristandl, G., & Bontis, N. (2007). Constructing a definition for intangibles using the resource based view of the firm. Management Decision, 45(9), 1510–1524. https://doi.org/10.1108/00251740710828744
Lee, C. C., & Yang, J. (2000). Knowledge value chain. Journal of Management Development, 19(9), 783–794. https://doi.org/10.1108/02621710010378228
Mut, E., Kanuma, N. T., Rusatira, E., Kwiringirimana, T., Mugenzi, P., Govere, I., & Foti, R. (2009). Analysis of coffee export marketing in Rwanda: Application of the Boston consulting group matrix. African journal of business management, 3(5), 210-219.
Porter, M. E. (1997). Competitive strategy. Measuring Business Excellence, 1(2), 12–17. https://doi.org/10.1108/eb025476
Yin, R. K. (1992). The case study method as a tool for doing evaluation. Current Sociology, 40(1), 121–137. https://doi.org/10.1177/001139292040001009