動態能力觀點探討行銷通路夥伴服務創新模式 ─以臺灣家電代理廠商為例

Dynamic Capabilities Approach: Explore how Taiwan Home Appliances Agents Apply Innovative Services to Marketing Channel Partners

朱宇祥(Chu Yu-Hsiang)

指導教授 ： 林婷鈴

國立臺北大學/商學院/企業管理學系/碩士(2015年)

摘要

服務創新成為廠商在面對產品越來越標準化的競爭下，是否能滿足顧客需求而產生競爭優勢的新價值。區域代理商是協助原廠製造廠商在不同的區域間，執行服務內涵與價值的重要角色。但是，隨消費型態的多元化、網路銷售模式的突破與創新、市場競爭程度更顯白熱化，臺灣國際家電品牌的代理商為能在競爭激烈的市場上取得競爭優勢，勢必進行革新策略。
因此，本研究探討臺灣家電產業代理商如何更新、運用與執行服務創新而為通路夥伴創造新的服務價值以及獲取持久性的競爭優勢？此研究議題在臺灣服務業的就業人數與產值逐年創新高情況下，此一現象更凸顯出服務業已經取代初級與次級產業，成為下一階段促進經濟成長與創造就業機會的主要動力，服務創新的議題將更具有時代意義。
本研究採用質性個案研究法，選取四家在臺灣家電代理已有悠久歷史的廠商為主要對象，針對其服務策略及下游關係加以了解與探討，繼而透過分析比較四業者在面對環境與通路變革中，個別的服務策略與執行政策有何異同。
研究結果顯示，個案廠商都是基於類似原因，與行銷通路外部廠商締結夥伴關係，而依循夥伴關係生成的服務策略也以基本通路服務為主，且居多符合學者提出之服務成功要素。但，經過產業環境變化後，部分行銷通路夥伴因勢而起，部分則衰落，力圖轉型。基於不同因素，個案廠商於是重新認知雙方的夥伴關係，並加強、創新深化程度高的通路夥伴服務，呈現出多元性更高的服務內容。

關鍵字

路徑依循 ； 動態能力 ； 資源基礎 ； 服務創新 ； 夥伴關係

並列摘要

Service innovation has become the new key factor that firms can meet customer needs and create new competitive advantage. Regional agents play an important role to assist manufacturers in different areas. However, with the diversification of consumption patterns, breakthrough of innovative Internet sales model, the intensity of market competition, the Taiwan agents for international home appliance brands must to renew innovate strategies in order to gain a competitive advantage in this highly competitive market. Therefore, this study is to investigate how the agents renew their service strategies, create new value for channel members and get access to persistent competitive advantage? The services sector has replaced the primary and secondary industries, and become the main driving force for economic growth. This study uses qualitative case study method, and select the four agents in Taiwan that has a long history in home appliance area. This study is aim to understand and to explore strategies for its services and downstream relationships, and then analyze and compare the four businesses in the face of environmental and path changes, the individual service strategy and implementation of policies of the similarities. The results show that selected agents are based on similar reasons, the conclusion of partnerships with outside vendors marketing channels, and follow the partnership generated service strategies oriented to basic access services. However, after a change in the industrial environment, partly because of potential marketing channel partners sky, fading part, trying to transformation. Based on various factors, agents then re-intellectual partnership between the two sides, and strengthen, deepen the high degree of innovation and service channel partners, showing a greater diversity of services.

並列關鍵字

path dependence ； dynamic capability ； resourced-based view ； service innovation ； partnership

參考文獻

Adler, P. S., & Kwon, S.-W. (2002). Social capital: Prospects for a new concept. Academy of Management review, 27(1), 17-40.

Ambrosini, V., Bowman, C., & Collier, N. (2009). Dynamic capabilities: An exploration of how firms renew their resource base. British Journal of Management, 20(s1), S9-S24.

Amit, R., & Schoemaker, P. J. (1993). Strategic assets and organizational rent. Strategic management journal, 14(1), 33-46.

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.

Barney, J. B. (1986). Strategic factor markets: Expectations, luck, and business strategy. Management science, 32(10), 1231-1241.