多元通路與傳銷獎金的發展趨勢

網路科技快速發展，促使傳統實體傳銷面臨轉型挑戰，新世代消費習慣改變，使依賴人際網絡的傳銷模式需要調整，推動產業朝多通路化發展。然而，初步實施結果不如預期，業績仍主要來自傳統實體傳銷，新興社群通路市場逐漸被微商侵蝕。這引發三個關鍵問題：傳銷模式是否適合多通路整合？企業整合多通路的方式是否得當？現行獎金制度對傳銷商行為的影響？而此次研究將以多元化通路與傳銷獎金的發展趨勢找出其關聯，作為傳銷公司發展多元通路傳銷的參考。本研究首先回顧傳銷發展歷史，探討定義、範疇、分類及台灣產業現況。其次分析獎金制度，包括設計影響因素、功能原則及現行多元通路獎金制度。並採用質性研究方法，深度訪談7位業界專家，涵蓋三個構面、35個問題，對4種獎金、4種通路、4種角色進行比對分析，歸納出研究命題與結論。深度訪談研究發現： 1. 獎金分配比重是引導傳銷商行為的關鍵。 2. 不同通路著重消費、銷售或事業經營，行為發展方向也大不相同。 3. 多通路模式成功關鍵在於傳銷商能在擅長的通路上獲得相關行為的最大獎金。 4. 需整合不同獎金制度，以業績做為區隔形成完整的多通路傳銷獎金。研究分析側重於三個面向：一般獎金制度與多元通路經營、多元通路獎金與傳銷分析、獎金制度與傳銷角色分析，並總結實務意涵與建議。實務建議強調傳銷產業數位行銷工具的完整規劃，特別是公司對消費者及傳銷商對消費者的互動工具。當前數位工具不足導致多元化獎金制度難以在公司數位策略上發揮，也影響了行政管理和培訓效果，最終降低多元通路獎金制度的成效。面對多元化趨勢的未來，傳銷業除了精進獎金制度外，還需通過獎勵活動彌補不足。更重要的是在數位發展中培育OMO傳銷基礎工程、社群行銷技術，以及多元化人才培育，為傳銷多元化創造更大發展空間。

關鍵字

直銷；傳銷；直銷獎金制度；傳銷獎金制度

並列摘要

The rapid development of Internet technology has posed transformation challenges for traditional direct selling models. Changing consumption habits of the new generation necessitate adjustments to direct selling operations that previously relied on interpersonal networks, driving the industry towards multi-channel development. However, initial implementation results have fallen short of expectations, with sales still primarily coming from traditional direct selling, while emerging social media channels are gradually being eroded by micro-businesses. This raises three key questions: Is the direct selling model suitable for multi-channel integration? Are companies integrating multiple channels appropriately? How do current bonus systems affect the behavior of distributors? This study aims to identify the correlation between diversified channels and the development trends of direct selling bonus systems, providing a reference for direct selling companies in developing multi-channel strategies. This study first reviews the history of direct selling, exploring definitions, scope, classifications, and the current state of the industry in Taiwan. It then analyzes bonus systems, including design factors, functional principles, and current multi-channel bonus structures. Using qualitative research methods, in-depth interviews were conducted with seven industry experts, covering three dimensions and 35 questions, comparing and analyzing four types of bonuses, four channels, and four roles to derive research propositions and conclusions. Key findings from the in-depth interviews include: 1. The distribution of bonuses is crucial in guiding distributor behavior. 2. Different channels focus on consumption, sales, or business operations, resulting in significantly different behavioral development directions. 3. The success of multi-channel models depends on distributors receiving maximum bonuses for relevant behaviors in their preferred channels. 4. Integration of different bonus systems is needed, using performance as a differentiator to form a comprehensive multi-channel direct selling bonus structure. The research analysis focuses on three aspects: general bonus systems and multi-channel operations, multi-channel bonuses and direct selling analysis, and bonus systems in relation to direct selling roles, concluding with practical implications and recommendations. Practical suggestions emphasize comprehensive planning of digital marketing tools in the direct selling industry, particularly for company-to-consumer and distributor-to-consumer interactions. Current limitations in digital tools hinder the effectiveness of diversified bonus systems in company digital strategies, affecting administrative management and training effectiveness, ultimately reducing the efficacy of multi-channel bonus systems. Facing the future trend of diversification, the direct selling industry needs to refine bonus systems and supplement them with incentive activities. More importantly, it must cultivate OMO direct selling infrastructure, community marketing techniques, and diverse talents under digital development to create greater space for the multi-channel future of direct selling.