通路商應對通路垂直衝突策略之研究~以大聯大集團為例

The analysis of distributors' strategies of dealing with channel vertical conflicts~case study of WPG holdings

邱鶴年(Ho-Nien Chiu)

指導教授 ： 陳弘信

元智大學/管理學院/管理研究所/碩士(2009年)

摘要

近來通路商在貨物的銷售過程中扮演了越來越吃重的角色，以國內產業為例，服務業已佔全國GDP七成以上的比重，而在全國五百大服務業中通路商則是過半。然目前在市場上存在更多的中小型通路商，當通路規模不夠大的時候，多會遇到許多的垂直衝突，因此本研究則是透過台灣半導體通路商龍頭－大聯大集團為例，探討通路商如何應對垂直衝突，以及其成功要素。
通路商以各種型態存在於市場之中，如：經銷商、代理商、批發商、零售商等，其主要的功能為銷售與運送貨物予終端消費者。通路的長度也由零階到三階不等，然而零階通路已屬少數，因此每個通路商都可能面對與上游供應商之間的通路垂直衝突，而這些衝突常因通路策略的意見相左而產生。從過往的研究文獻可歸納出衝突的起因與通路商應對衝突的策略，由於通路衝突的應對策略也與通路權力有關係，因此通路商成功的要素也將在本研究中被討論。
由過往文獻中可歸納出通路商可經由財務管理方面、物流管理方面、產品管理方面、業務推廣與技術服務方面、客戶關係管理方面以及企業發展方面等六個方面來分析通路商的經營策略。大聯大集團為全台第一大、全世界第三大的半導體通路商，透過大聯大集團的經營策略與過往文獻做比較，可以了解大聯大集團如何成為成功的通路商。然而大聯大集團的下一步則是要強化經營策略以進軍歐美市場，與全世界前兩大半導體通路商做競爭。
就半導體通路商而言，面臨來自上游供應商的垂直衝突常見的有應付帳款、庫存水位、業務推廣、技術服務、客戶關係與組織發展；而客戶關係則是展現通路商競爭力的關鍵，且通常會影響與上由供應商之間的關係，最常見的衝突則有應收帳款、庫存、訂單品質、技術服務以及交易關係。透過訪談，可以整理出大聯大集團如何應對這些通路衝突，更進一步與過往文獻所整理的策略做比較，分析半導體通路商應對通路衝突的策略。

關鍵字

通路衝突、關鍵成功要素

並列摘要

Recently, the distributors play more important roles in resale of products and services. Taking domestic industries as example, the service industry has accounted for more than 70% of national GDP while distributors taking over 50% among top 500 service-industry companies. However, lots of existing medium-small-sized distributors encounter many vertical conflicts in the markets when their channel scales are not big enough. Therefore, this research is to probe into how distributors deal with channel vertical conflicts and their successful factors by studying case of WPG holdings, the NO.1 semiconductor distributor in Taiwan.
The distributors have many forms such as dealer, agent, wholesaler and retailer, and their principle is selling and distributing goods and services to end customers. The channel’s length would be from zero-level to third-level, but zero-level (direct resale) is minority. Therefore, every distributor would possibly face vertical conflicts which result in different opinions of channel’s strategies from their suppliers. From past literatures and studies, we can conclude the causes and the strategies that distributors were dealing with these conflicts. Due to the strategies of dealing with channel conflicts correlate with power of channels, we will discuss distributors’ successful factors in this study.
We’re able to conclude that distributors can analyze their operation strategies through financial management, logistic management, product management, promotion and technical supporting, customers’ relationship and corporation development from past literatures and studies. The WPG Holdings is the No.1 in Taiwan and the No.3 semiconductor distributor in the world and we can understand how they become a successful distributor by comparing their operation strategies with past literatures and studies. The WPG holdings, however, must strengthen their operation strategies to compete with top two distributors globally in next step.
As for semiconductor distributors, they face channel conflicts with suppliers including account payable, inventory, promotion, technical supporting, customers’ relationship and organization development. Customers’ relationship is the key factor of distributors’ ability to competition and it usually impacts the relationship between distributors and suppliers such as account receivable, inventory, order quality, technical supporting and trade relationship. We shall clarify how the WPG holdings handle these channel conflicts through interviews, and analyze how distributors generate strategies to solve channel conflicts by comparing with strategies from past literatures and studies.

並列關鍵字

Channel conflicts, key success factors

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