電子零件通路商的競合策略-以K公司為例

余健隆(Chien Lung Yu)

指導教授 ： 林子銘

國立中央大學/管理學院/管理學院高階主管企管碩士班/碩士(2015年)

摘要

全球電子產業供應鏈，上、中、下游之配合及相互依存度，環環相扣。從供應商到通路商，從通路商到製造廠，通路商扮演著極重要的雙重角色。本研究之研究者為一被動元件通路商，創業至今已有十餘年。希望將自己的創業前後歷程進行回顧，探討電子零件通路商的經營策略。
本研究採個案研究法，將創業者的成長歷程以錄音方式記錄並整理成文字檔，以動態能力和競合賽局的觀點進行分析。歸納出通路商想在競爭環境中建立自我的價值，應善用組織的資源，建立對自己有利的賽局。與競爭對手之間應採取競合策略，對客戶應採取不同於傳統的削價競爭策略，而是以服務為本，提高客戶的附加價值，並藉此建立進入障礙與轉換成本。

關鍵字

通路商 ； 動態能力 ； 競合策略

並列摘要

Among the global supply chain, companies depend on their upstream and downstream enterprises to live. Merchandises transferred from suppliers to manufacturers, the channels play an extremely important role. The researcher of this research has started a electronic parts channel company for more than ten years. This research is to review the entrepreneurial history and to research the running strategy of a electronic parts company.
This research implies the case study method. The data was collected by recording and then input to the computer. The data was analyzed through the dynamic capabilities and the co-opetition theories. This research indicates that a channel company should set up a game that is vintage to itself. Use the resources of the organization effectively. Do not set a price war to the rivals. Be a service-oriented and customer-oriented enterprise to rise the added value of customer and build the entry barrier and switching cost.

並列關鍵字

Channel ； Dynamic Capabilities ； Co-opetition Strategy

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