流通貿易商經營模式與成長策略之研究 — 以S公司為例

The Study on Business Model and Growth Strategy of Trader — A Case Study of S Company

郭雅陵(Ya-Ling Kuo)

指導教授 ： 黃崇興

國立臺灣大學/管理學院/臺大－復旦EMBA境外專班/碩士(2016年)

https://doi.org/10.6342/NTU201700115

摘要

全球貿易業的發展已久、科技日新月異以及網際網路的急速發展，大幅改變原先全球貿易資訊不對稱的情況，導致流通貿易商的獲利空間與價值創造受到巨大的威脅。尤其是對於傳統的流通貿易商來說，全球分工導致生產成本較低的開發中國家從中崛起，喪失生產成本優勢的製造商會有更大的誘因跳過流通貿易商直接進行交易，而傳統的流通出口流通貿易商又該如何回應這股市場趨勢？本研究欲以台灣的S公司的個案分析為例，以個案之實務經驗為主，佐以文獻探討相互映證，作為架構本研究之內容。並將研究重心放在經營模式與成長策略上，欲探討流通貿易商該如何在去中介化的趨勢之下持續的創造與維持價值。
透過進一步的策略分析，本研究發現流通貿易商在適當的環境下確實可以透過正確的成長策略來達到企業的擴張。如本個案中的S公司即企業面臨不同的考量之下做到了水平多角化、集中多角化、產業垂直整合，並同時創造創新的經營模式，藉由產業的垂直整合，S公司不僅僅從事貿易的業務，還包辦了原料採購、產品研發與客戶端設計的作業。如此的經營模式使得S公司得以在眾多中小流通貿易商中脫穎而出，持續的為客戶創造價值並維持良好的商譽。

關鍵字

流通貿易商 ； 經營模式 ； 成長策略

並列摘要

The rapid development of global trade, technology and the Internet have greatly changed the original global trade information asymmetry situation, leading to a huge threat to the profitability and value creation of traders. Especially for the traditional traders in Taiwan, the global division of labor led to developing countries with lower production costs rising makes Taiwan manufacturers have a greater incentive to skip the trader directly to trade since the loss of production cost advantage. How should Taiwanese traditional traders respond to this market trends? This study is based on the case study of S Company in Taiwan, taking the practical experience as a case, with the help of literature review, as the content of this study. And this study focus on business model and growth strategy, to explore how the traders in the trend of disintermediation respond and provide added value.
Through further strategic analysis, this study finds that the traders can really achieve the expansion of the firm through the right growth strategy in the right environment. Such as the case of S Company, it implemented horizontal diversification, concentric diversification, and vertical integration of industry. And at the same time to create innovative business model, S Company not only engaged in the business of trade, but also arranged for the procurement of raw materials, product development and client design operations. Such a business model allows S Company in industry with many small and medium-sized traders to come to the fore, create value for customers and maintain a good reputation.

並列關鍵字

Trader ； business model ； growth strategy

參考文獻

3. Anderson, E., & Coughlan, A. T. (1987). International market entry and expansion via independent or integrated channels of distribution. The Journal of Marketing, 71-82.

5. Balabanis, G. I. (2000). Factors affecting export intermediaries' service offerings: The British example. Journal of International Business Studies, 31(1), 83-99.

6. Casson, Mark (1998), “The Economic Analysis of Multinational Trading Companies,” in Geoffrey Jones (Ed.), The Multinational Traders: 22-47, London: Routledge.

7. Coase, R. H. (1937). The nature of the firm. economica, 4(16), 386-405.

12. Spulber, D. F. (1996). Market microstructure and intermediation. The Journal of Economic Perspectives, 10(3), 135-152.