小型海外代理商的經營模式與關係管理－炳奈良品的轉型個案研究

The Business Model and Relationship Management of a Small Foreign agent-a Case Study of Benign in Organizational Transformation

劉恆逸(Heng-Yih Liu) ； 洪緯典(Wei-Tien Hung)

《德明學報》 35卷1期 (2011/07) Pp. 61-81

https://doi.org/10.29710/JTC.201107.0005

摘要

本個案公司－炳奈良品－目前的主要業務是代理日本百年公司的無添加清潔用品在台灣的小型海外代理商，以LOHAS族群為目標市場。然而，由於日本公司產品的特性、台灣市場的模糊狀況、既有的推廣方式，炳奈良品的銷售額成長已遭遇瓶頸，未來能否繼續保有代理權已成為公司存續的重要關鍵。個案公司的吳總經理已著手規劃下游通路的佈局，希望改變原有的經營模式與價值創造的方式，以增加與日本公司雙方的長期利益與合作關係。在雙方先前的信任關係之下，這個計劃應會受到支持。但是不久前日本公司的社長突然辭世，由年輕的第二代接任社長，為這個計劃增加了許多變數，吳總經理不得不再重新思考計劃的可行性與如何執行的問題？

關鍵字

海外代理商 ； 通路商 ； 經營模式 ； 價值創造 ； 信任關係

並列摘要

The case company, Benign Fine Commodities CO., LTD, is a small foreign agent in Taiwan mainly imported environment friendly cleansing products from a Japanese company, founded for nearly 100 years. Its target customers are LOHAS. Nevertheless, the sales growth of Benign has been constrained because of product characteristics, market ambiguity and current promotion activities. If Benign can sustain its agency status has been a critical issue and challenge for company survival. Benign's general manager, Mr. Wu, has planned to expand into downstream channels, revised business model, and created value in an attempt to increase the long term mutual benefit and enhance its relationship with the Japanese company. This plan would be supported by the Japanese company because of mutual trust, but the president of the Japanese company passed away and was succeeded by the second generation. This event has caused certain uncertainty where Mr. Wu needs to reconsider the feasibility of the previous plan and how to proceed accordingly.

並列關鍵字

Small Foreign Agent ； Channel ； Business model ； Value creation ； Trust