通路系統中價值共創機制之探討：從顧客參與到行動者參與

Examining the Value Co-Creation Mechanism of Channel System: From Customer Engagement to Actor Engagement

楊達凱(Ta-Kai Yang) ； 蔣詩嶔(Shih-Chin Chiang) ； 黃恆獎(Heng-Chiang Huang)

《臺大管理論叢》 34卷2期 (2024/08) Pp. 45-90

https://doi.org/10.6226/NTUMR.202408_34(2).0002

摘要

在競爭的商業環境中，了解立場矛盾的行動者們如何透過協同合作創造出價值是重要的。本研究以行動者參與觀點為基礎，從系統角度觀察國內代理商、原廠以及客戶間之市場活動，試圖建構價值共創的發展模型以回應此問題。本研究採取質性研究單一個案研究法，以臺灣美容醫學儀器廠商「橋締股份有限公司」為個案研究對象，訪談原廠供應商、代理經銷商及醫療院所管理人員共8位。研究結果發現，資訊共享、相互利益與風險分攤是驅動行動者產生價值共創之主要因素，除此之外，本研究也提供了價值共創活動之分類並且辨識出價值共創之流程與所需資源與能力。

關鍵字

價值共創 ； 顧客參與 ； 行動者參與

並列摘要

In a competitive business environment, the issue that how market actors with conflicting goals could collaborate and create value should be considered crucial. To address this issue, the present study constructs a value co-creation development model from an actor engagement perspective by examining the market activities between Taiwan's sales agents, original manufacturers, and customers. We adopt a single case method; the aesthetic medical equipment manufacturer BRIDGECON Co., Ltd. is the focal case. Eight respondents participate in an in-depth interview. The findings indicate that information sharing, mutual benefit, and risk sharing drive value co-creation among actors. This study also provides a theoretically grounded classification of value co-creating practices and identifies the service system's underlying process, resources, and capabilities.

並列關鍵字

value co-creation ； customer engagement ； actor engagement

參考文獻

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