不銹鋼廠與盤商策略聯盟進入產業直客之經營模式研究—以W公司冷精棒產品為例

在各國盛行貿易壁壘、關稅及傾銷稅保護措施下，不銹鋼廠要執行外銷的困難度是日漸加劇，加上新競爭者的加入與新產能不斷開出，不銹鋼廠所面臨的挑戰更趨嚴重，因此期望轉而擴大國內本地銷量及市占，降低海外市場流失的衝擊；而掌握近期海外企業回台設廠的商機爭取產業用料訂單，積極調整經營模式及銷售策略，快速切入終端產業直客市場，就是鋼廠目前急需發展的方向，同時銷售直接客戶的利潤遠高於銷售予盤商。因此本研究希望替不銹鋼廠探討產業直客服務標準及盤商策略聯盟可模式，替不銹鋼產業發展出一套新的經營模式，讓其能在正確掌握產業直客需求後，透過與盤商策略聯盟相互補已所不足，提升雙方整體市場競爭力，深入挖掘產業目標市場客戶擴大市佔率。本研究先針對策略聯盟及經營模式相關文獻進行探討，再分析不銹鋼產業及冷精棒產品市場概況，並運用專家意見法，將冷精棒的產業直客服務標準整理成三個構面九個準則，透過問卷發放並採用DEMATEL 及ANP 所修訂的DANP 分析法來進行分析以獲得決策關鍵因素，運用VIKOR 分析法得到鋼廠與盤商的最適策略聯盟模式。以方至民 (2000)策略模式中的四項合作模式作為策略模式選項(一)合作提升競爭力(二)合作推廣新技術，建立產業標準(三)合作共同開發新市場(四)擴大同盟圈，形成共同支援鏈。最後將透過DEMTAEL 及DANP 分析出的關鍵產業服務標準，結合盤商認為的最適策略聯盟模式，運用三谷宏治(2016)所提出經營模式四大特徵「利害關係人」、「創造整體價值」、「收益流/收益方程式」，發展成不銹鋼廠與盤商共同切入產業直客市場的新經營模式。由研究結果得知，在修訂DEMATEL 及DANP 二種分析法後，「少量多樣」、「客製化開發能力」及「快速交期」都是服務產業直客必備的前三項關鍵服務標準，鋼廠未來在開發產業直客市場需優先滿足此三項能力；由VIKOR 研究分析顯示，「合作提升競爭力」是盤商認為與鋼廠最佳的策略聯盟模式，藉由雙方的共同策略目的，相互合作補上彼此欠缺的能力，提升整體市場競爭力以滿足產業直客所需的服務標準。最終對W 公司提出不銹鋼廠與盤商策略聯盟進入產業直客的新經營模式，讓W 公司能在艱困的市場環境下，透過此模式快速成功的拓展冷精棒產業直客市場。

關鍵字

策略聯盟；經營模式；冷精棒；服務標準

並列摘要

Under the trade barriers, tariffs and dumping duty protection measures in various countries, it is extremely difficult for stainless steel manufacturer to extend export market. With the addition of new competitors and the continuous development of new production capacity, the challenges faced by stainless steel manufacturer are becoming more and more serious. Therefore, it is expected to expand domestic sales and market share to reduce the impact of the loss of overseas markets; and to grasp the recent business opportunities of overseas enterprises to return to Taiwan to set up factories to obtain orders for industrial materials. The market of industrial end user is the direction that stainless steel manufacturer urgently need to develop. At the same time, the profit of selling industrial end user is much higher than selling to distributor. Therefore, this research hopes to explore the service standards of industrial end users and the mode of strategic alliance of distributor for stainless steel manufacturer, and develop a new business model for the stainless steel industry. This research is going to discuss the relevant literature on strategic alliances and business models, and then analyzes the stainless steel industry and the market overview of cold drawn bar products, and uses the expert opinion method to organize the industrial end user service standards of cold drawn bars into three dimensions. The criteria are distributed through questionnaires and analyzed using the DANP analysis method revised by DEMATEL and ANP to obtain the key factors for decision-making, and the VIKOR analysis method is used to obtain the optimal strategic alliance model of steel manufacturer and distributor. According to the research results, "small quantity with variety products", "customized development capability" and "fast delivery" are the top three key service standards necessary for end users. In the future, stainless steel manufacturers need to give priority to meet these three capabilities when developing the industrial end user market. According to VIKOR research and analysis, "cooperation to enhance competitiveness" is the best strategic alliance model, cooperate with each other to make up for each other's lack of capabilities, and enhance the overall market competitiveness to meet the service standards required by industrial end users. Finally, this research will propose to W Company a new business model for the strategic alliance of stainless steel manufacturers and distributors to enter the industry end user service, so that W company can quickly and successfully expand the cold drawn bar industry end user market through this model under the difficult market environment.