代理商與國際品牌廠商交易關係管理之探究

擁有品牌的企業向海外擴張初期，常採用與當地代理商合作模式進入該海外市場；然而，當海外市場營業額成長到相當規模時，該國際品牌廠商便會考慮終止與代理商的合作關係，轉而設立海外子公司直接經營該當地市場。一般而言，在地代理商無論規模或是國際經驗，都未必能與國際品牌廠商相抗衡，且代理商必須仰賴國際品牌廠商提供的產品與品牌來進行銷售，故一旦代理權遭品牌廠商收回，不僅可能面臨代理業務中斷的困境，更將導致其過去為該品牌投入的專屬資產化為烏有，殊為不利，故該合作關係中隱含著微妙的競爭因子，可說是亦敵亦友。本研究採用在地代理商觀點，以台灣某車用潤滑油代理商歐億公司為例，探討其面對國外廠商擁有之品牌專屬性優勢，如何透過策略性投資設立全台經銷網，以及內部建立合夥分紅制度的方式，成功地控制銷售通路並凝聚員工向心力，創造出可制衡國際品牌廠商的相對專屬性資產，以至於即使該法國廠商兩度在台設立子公司，仍繼續倚重其代理銷售服務。簡言之，本研究採取代理商的角度，探究缺乏品牌所有權的當地代理商，如何透過建立相對性專屬資產的作法，管理其與國際品牌廠商的交易關係，創造互補雙贏的局面，並有效延遲或改變國際品牌廠商更換國際市場進入模式的可能性。

關鍵字

代理商；進入模式；通路管理；關係專屬性資產

並列摘要

Agents are one of the most common entry modes for international brand owners into a foreign market. However, after successfully developing the market, the local agents often face a threat of contract termination because the international brand owners tend to establish their own subsidiaries to replace existing agents. In general, local agents are usually smaller and have less international experience than the international brand owners and their sales have to rely on the international brand owners’ products and brands. The replacement renders void the customized assets that were previously invested by the local agents, and the competition is a hidden dynamic of the cooperative relationship. In this study, we take the local agent’s perspective and use a case of a Taiwanese exclusive agent of a French oil brand, elf, to discuss how the agent reduces the risks of contract termination. To counter the brand-specificity of the French brand owner, the agent commits resources in establishing direct distribution channels, sharing ownership and bonus with local employees to bring them together. These actions result in the international brand owner’s dependence on the local agents to serve the Taiwanese market, even after establishing their own subsidiary in Taiwan. Overall, this study discusses how the local agents manage their relationships with international brand owners and how they deter the international brand owners to switch the entry mode.