以價值共創觀點探討台灣資訊通路商成長策略之個案研究

資訊通路商在台灣的資訊產業中，扮演著關鍵的角色，但隨著產業的發展，資訊商品的應用快速變化下，產品生命週期縮短，品牌商和經銷商有大者恆大的態勢。通路商為了因應競爭，在獲利空間有限的情況下，致力於創造最大的規模經濟。因此通路商的價值活動已非侷限在單純的物流、金流服務，而是更多元的價值活動。且資訊通路商的經營模式和角色定位，已經從過去只服務經銷商的「供貨代理商」，轉變成為「多元的資訊通路服務商」。所謂多元的資訊通路服務商除了服務下游的經銷商外，同時亦要服務上游的製造商或品牌商，甚至有可能因產品的特性或市場區隔，為了配合品牌商的行銷策略，也要對終端消費者提供資訊服務。本研究以亞太第一大通路商聯強國際為研究對象，透過聯強32年來的發展歷程，拆解分析通路商的服務機制，對上游品牌商及下游經銷商創造了什麼價值，對聯強而言發揮了什麼優勢，得以能持續穩健成長。研究透過個案分析及訪談法，並收集聯強30年來的公開資料，並加以半結構訪談方式，針對品牌原廠、經銷商、同業及組織內成員收集意見，來印證並分析個案資料。經本研究發現，聯強國際的穩健成長發展，來自於以下三大關鍵 1. 發揮規模經濟效應，延伸擴大範疇經濟 2. 單功能的代理商轉為多元服務商，共創通路價值 3. 價值鏈的延伸: (1) 服務機制不只對下游經銷商，也延伸至上游品牌商 (2) 將核心的資訊能力，從輔助活動轉成主要經濟活動，發展更多商機透過研究結果可以了解到，通路商的多元服務活動和競爭優勢，能為上、下游的通路成員共創價值、共享成長。

關鍵字

行銷通路；資訊通路商；價值鏈；價值創造；價值共創

並列摘要

Information channels providers have assumed critical positions in Taiwan's information industry. Nevertheless, with the development of the industry and the rapid changes in the application of information products, product life cycles have shortened significantly, resulting in a pattern of large brand names and distributors becoming ever larger. In response to competition, channel operators are striving to maximize economies of scale in the context of limited profit margins. As a result, the value activities of channel operators are not limited to simple logistics and cash flow services, but more diversified types. Furthermore, the business model and role of information channel providers have shifted from "supply agents" who only provide services to distributors to "diversified information channel service providers". The so-called diversified information channel service provider not only provides services to downstream distributors, but also to upstream manufacturers or brands, and may even provide information services to end consumers in order to match the marketing strategies of brands due to product characteristics or market segments. This study takes the No. 1 distributor in Asia Pacific, Synnex Technology International Corporation, as its research subject. Through Synnex's 32 years of operation, this study analyzes the mechanism of the distributor's services, the value it has created for upstream brands and downstream distributors, and the advantages it has brought to Synnex, which has enabled its sustainable and steady growth. This study was conducted through case studies and interviews, as well as the collection of public information on Synnex over the past 30 years, together with semi-structured interviews to collect input from brand owners, distributors, peers, and members of the organization, in order to corroborate and analyze the case data. This study found that the steady growth and development of Synnex is attributable to the following three key factors: 1. the development of economies of scale and the expansion of economies of scope 2. transforming single-function agents into multi-function service providers to create channel value 3. the extension of its value chain: (1) Service mechanism extends not only to downstream distributors, but also to upstream brand owners (2) Transforming core information capability from an auxiliary function to a major economic activity to explore more business opportunities These results indicate that the diversified service activities and competitive advantages of channel operators can create value and share growth for both upstream and downstream channel members.