平面顯示器產業代理商經營策略分析-以K公司為例

摘要大家都不喜歡代理商或中間人(middlemen)，因為這個詞帶有負面的意味，暗示代理商或中間人並非創造價值的人，只是社會的必要之惡。 Dell電腦曾經跳過經銷商，採用直銷模式，徹底改變了電腦市場傳統的銷售模式。但是到了2000年，銷售量被HP超越，市佔率遭對手擠壓。到了2007年，Dell不得不再一次改變銷售模式，開始在沃爾瑪(Walmart)、Best Buy等大賣場銷售電腦，也就是說Dell曾經引以為傲的跳過經銷商選擇了直銷模式，最後又回到了傳統的經銷商模式。從實際情況來看代理商可以讓買賣雙方都受惠，創造多贏的局面，對經濟發展也有很高的貢獻值。當品牌廠商欲進入不熟悉的市場時，與代理商合作，是最常用的模式之一。缺乏國際經驗的廠商，欲進入國際市場，擴張市場時，與當地代理商合作也是風險及成本最低的方式，這也是代理商存在的價值。代理商本身並不從事生產活動，銷售的商品皆由供應商提供，一旦被收回代理權，代理商便面臨產品供應鏈斷裂的銷售危機，甚至可能因此倒閉。但是，若代理商銷售績效不佳，無法拓展市場，也將面臨被供應商更換的危機，因此代理商經常面臨銷售績效不能太好，也不能太差的兩難。專業的代理商應具備永續經營的核心能耐及策略，傳統靠口才銷售的模式已不復見，取而代之的是專業行銷。代理商唯有具有存在的價值及能力，能幫供應商及客戶解決痛點 (pain)，方能在這競爭激烈、瞬息萬變的產業中存活。本研究以代理商的角度來討論其應具備的核心能力、及經營策略、如何避免代理權轉移，以協助代理商創造更大的價值，並且得以永續經營。

關鍵字

代理商；關係；核心能力；核心競爭力；經營策略

並列摘要

Abstract Nobody likes the words agents or middlemen, because they have a negative connotation, implying that agents or middlemen are not the creators of value but the opportunists of society. Dell computers skipped dealers, adopted the direct selling model and completely reverse the computer market sales model. But HP overtaken the computer sales in 2000, and Dell’s market share had been squeezed by rivals. In 2007, Dell changed its sales model and began selling computers at supermarkets such as Walmart and Best Buy, which meant that Dell’s direct selling model fails and it must get the dealers back. Agents, instead of disappearing contribute more to the economy, benefit both buyers and sellers, and create a win-win situation. When brand manufacturers want to enter the unfamiliar markets, working with agents, is one of the most common modes of entry. Working with local agents for the manufacturers without international experience to gain access to international markets and expand their markets is also the value of agents. Agents themselves do not engage in productive activities and their sales products are provided by manufacturers. Once the agency has been repossessed, agents will face a sale crisis that threatens to shut down the supply chain. However, if the agent is not performing well enough to effectively expand the local market, it will also face a crisis in the replacement of other agents. So agents often do not perform very well, and it can't be so bad. The professional agent should have the core ability and strategy of permanent operation. The traditional selling mode by mouth is gone, instead of professional marketing. In order to survive in the competitive and fast-changing industry, the agent must get the value of existence and ability, helping the supplier and the customer to solve the pain. In this study, we discuss the core competence, management strategy and how to avoid the transfer of agency, so as to help the agency create more value, and to be able to operate permanently.