建立自有品牌－電子零件通路商使用自有品牌評估

CREATING PRIVATE BRANDS－EVALUATION OF PRIVATE BRAND USAGE OF ELECTRONIC COMPONENT DISTRIBUTORS

范清永(China-yung Fan)

指導教授 ： 林南宏

大同大學/經營設計學院/事業經營學系所/碩士(2012年)

摘要

電子零件通路商在產業扮演的角色是上游零件製造商與下游成品或半成品的生產製造商之間的橋樑。一般的電子零件通路商運用既有的客戶關係，同時會代理多家的產品來從事整合行銷，也因此在客戶端，不會只有單一產品的銷售，而是以全方位解決方案的方式來服務客戶。然而在個這競爭的微利時代，通路商的價值時常會被忽略。從供應商的不確定性，同業的削價競爭到客戶的無情殺價，都會造成投入經營的心血徒勞無功。因此，本論文從電子零件通路商自創品牌的角度來深入探討，從客戶面，供應面，競爭面，到公司內部管理面來深入剖析，以找出電子零件通路商可以突破現時困境而永續經營的方法。
本研究選擇四家具代表性的公司做為研究對象，其中三家主要銷售被動零件，一家則是主動零件為主。這四家公司都是電子零件通路商，且同時以自有品牌行銷，在訪談內容制定部份，邀請九位在電子業界有多年經驗的前輩，採取腦力激盪法、歸納法，並透過討論方式，達成共識後，擬定訪談大綱及問卷內容。訪談內容主要是了解受訪企業的背景與願景、經營內容、主要銷售的產品、主要供應商與主要客戶群，再到當時創立品牌的背景與動機，作法與方式，面臨到的風險與挑戰與成效等。總計共有四間公司的高階主管受邀訪談，以深入訪談法蒐集相關資訊，並進行整理與分析。
經過訪談整理發現電子零件通路商使用自有品牌不但可以擺脫供應商的束縛，創造更好的利潤，更可掌握客戶的動向，同時還可以加速其他相關產品的推廣時間，因為品牌是有延伸效應的。而創立品牌最重要的就是資金運轉與品質控管，有些品牌商是因為資金問題而中途而廢，有些是因為品質控管不好導致商譽受損與賠款問題。這些效益與存在問題是經過整理與歸納出來的重點，希望可以提供給電子零件通路商一個新建議。

關鍵字

主動零件 ； 通路商 ； 自有品牌 ； 全方位解決方案 ； 被動零件

並列摘要

The role of electronic component distributors within the industry is to serve as the bridge between upstream component manufacturers and downstream finished or semi-finished products. Ordinary electronic component distributors utilize existing client relationships to obtain distributing rights for multiple brands and engage in integrated marketing, therefore on the client end, business comprises of not only individual products, but encompasses comprehensive solutions in client services. Nevertheless, in this competitive era of meager profit, the value of distributors is often disregarded. Supplier uncertainty, industry price competition wars, to clients’ ruthless bargaining, all serve to destroy the thought and effort of distributor operations. In view of this phenomenon, this study aimed to discuss the perspective of electronic component distributor private brands, and to probe into the issue from the client, supplier, competitor, and internal management dimensions, in order to discover a way with which electronic component distributors may overcome real life predicaments and achieve sustainable operations.
In this study, four representative companies were chosen as research subjects, three of which mainly deal with passive components, one of which deals with active components. All four companies are electronic component distributors, and market their private brands. Regarding the set-up of interview content, nine highly experienced senior members of the electronics industry were invited to brainstorm, employ induction reasoning, participate in discussions, reach a consensus, and develop interview outlines as well as questionnaire content. Interview content mainly consists of understanding the backgrounds and visions, operations, marketed goods, major suppliers and client groups of the companies subject to interview, and to further obtain knowledge of the background and motive for establishing private brands, methods and procedure, risks, challenges, and achievements. Senior management personnel from a total of four companies were invited for interviews, in-depth interview method was employed to gather relevant information, which were then summarized and analyzed.
Interview results showed that the private branding of electronic component suppliers not only released them from restrictions imposed by suppliers and brought greater profit, but further allowed them to better grasp client movement, and to accelerate the promotional periods of other related products, because brand names have extended effects. The most important aspects of private branding are funding operations and quality control, some brands fail because of funding issues, while faulty quality control results in goodwill impairment and indemnity problems for other brands. These benefits and existing problems are the main points derived from summarization and analysis, in hopes of providing alternative suggestions for electronic component distributors.

並列關鍵字

Total solution ； private brands ； passive components ； active components ； distributor

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