品牌代理商之策略行銷與商業模式分析：以正暉和苗林個案為例

代理商不同於一般品牌端，其並無屬於自己的產品，而根據不同產業的複雜程度，便有進入之成本高低之分。近年來臺灣消費市場改變，各樣商品之品牌代理商也如雨後春筍般，蓬勃崛起。但在非集團式的進口代理以及非獨家代理的狀況下，一般代理端除了與原品牌的關係維護、市場產業知識、定價策略外，也更多需著墨在對下的銷售通路策略、辨識經營夥伴、管理差異化，以及在產品行銷策略面的發想，以達到夥伴協作關係，創造彼此最大的經營利潤。本研究將以休閒零食產業和烘培原物料業二個案為例，探討企業在選擇代理品牌之因素，以及分析個案在通路商與分銷商在行銷與資源分配上之協助。企業是如何能在市場面快速地發展並獲取結果，承上不失去代理權; 對下兼顧通路端，並替通路端建立獨特的B2C方式，與終端用戶做連接，做出通路區隔和業績銷量之保證。透過次級相關資料調查、實際通路走訪觀察和個案企業訪談的方式後，再以策略行銷4C架構和商業模式圖，剖析二家個案對於該通路商的行銷管理。而研究結果發現，以強調品質和創新能力，為二間企業最為堅持之首要目標，然在B2B企業於品牌定位及客群確認後，應更需注重在處理買者的資訊搜尋成本(C2)以及增加目前客戶之黏著度(C4)，替自身代理品牌打造名氣，增強品牌正面形象，協助其推播到2C，並提升其轉移成本，再循序運用策略行銷4C角度，階段式經營企業，建立公司長期之競爭優勢提升競爭能力，在動態變化的產業環境下仍可保有核心，持續前進。

關鍵字

策略行銷4C架構；品牌代理商；通路端；分銷商；商業模式圖；產業知識；品牌形象

並列摘要

Distributors differ from original brand manufacturers in the sense that they do not own their exclusive brands, yet these distributors will inherit cost differentials depending on the complexities of their respective industries. With the recent change in Taiwan’s consumer landscape, various distributors have flourished. Yet for non-affiliated or non-exclusive importers, they not only have to upkeep strong upstream relations, stay up-to-date with the latest industry knowledge and pricing strategies, they will also have to maintain downstream channel strategies, identify partners, manage constant changes amidst new branding tactics, so as to maximize revenue through strong tripartite relationships. This paper substantiates on the case studies of the snack manufacturers and confectionary material providers; thereby discussing rationale in identifying foreign brands for distribution, analyzing the marketing and resource allocation strategies when working with channel and distributors. This will uncover how businesses thrive and expand rapidly in the market, all while keeping their distributor rights and maintaining their channels, as well as assisting the latter in developing innovative B2C methodologies to connect with their clients, as to build up differentials and ascertaining sales revenue. Through secondary data analysis, first-hand observations in channel operations and interviews with industry players, this paper incorporated these data into the 4C framework and business model canvas, and identified key findings in the analysis of the two case studies with regards to their channel sales management strategies. Our findings indicated that emphasizing on quality assurance and innovation were the most important values these two businesses adhered to. Nevertheless, more attention has to be given managing consumers’ information acquisition cost (C2) and increasing their ensuing brand stickiness (C4), after these B2B business defines their brand positions and target audience. This will help in building their personal brand positivity and increasing opportunity cost when reaching out to 2C customers. In addition, this paper will talk about how these businesses can apply 4C strategic marketing techniques to progressively increase their competitive advantages, thereby consolidating their core businesses and expanding their product offerings to stay ahead of the curve in the everchanging business landscape.