北美手工具零售業創新商業模式與未來發展策略之研究-以W公司為例

北美手工具零售業蓬勃發展於二十世紀，當時許多通路商都透過和國際知名品牌商與進口商進行研發製造合作，幾乎沒有手工具零售業者能夠全面銷售自創品牌，並且同時執行直接採購價值活動，更沒有零售業者能夠從採購核心價值的實體零售業者轉變成研發低、中和高端產品與品牌的實體零售通路與電商。個案公司藉由其核心價值活動整合資源與共享產業供應鏈來形成直接採購策略聯盟，大量製造產品以達到成本競爭力的規模經濟，再直接運送至實體通路中銷售，這樣的營運模式是前所未見的。個案公司主要由目標客層細分、核心價值主張、通路資源、顧客關係、核心關鍵資源、關鍵價值活動、關鍵合作夥伴商業要素模式進行資源延伸和整合。個案公司深知手工具製造生產投入資源所需龐大，產銷供需和產品研發難以同時間提供所有顧客對於品質和品牌相互間聯想度。首先區隔產品目標市場再細分客層後，確實執行垂直整合關鍵資源和通路管理，有效率地創造產銷直接採購合作供應鏈最大化，降低風險來執行地理分布製造和局部整合，提升範疇經濟效益來滿足顧客高品質低單價期待需求。本文將探討個案公司執行直接採購策略及產銷供應鏈通路垂直整合經營管理，透過探討STP、SWOT、3C、消費者回饋以及銷售需求進行傳統產銷模式的改良，如此一來便能創造符合個案公司創新價值主張和4P銷售策略，不斷透過顧客終端回饋和供應商合作研發，才能不斷地改變及創新，創造出個案公司獨特的北美手工具零售業創新商業模式和未來發展策略。

關鍵字

手工具；零售業；創新；商業模式；策略

並列摘要

Distributors cooperated through internationally recognized brands and importers. Few retailers have been created their own brands or developed a supply chain that purchases directly from the manufacturer, nor did they make the transition from purchasing to retailing. It is almost unprecedented for an actual retail store to make the transformation to product development. A case study of W Company has turned resources into integration, investment, integration into value activities and sharing supply chain sources directly, a strategic alliance has been formed to manufacture products and sell them directly to the consumer in a retail channel. The case study of W company mainly has been expanding its resources by targeting customers, creating a core value proposition, consolidating and developing channels and long term customer relations, partnerships with key value resources, key value activities and other factors. The case company is well aware that the resources required for production and marketing are huge investments, and the research and development of production and marketing supply and demand are making it difficult to meet customer expectations on the value of price and quality. However, the implementation of vertical integration through clearly defined target markets and the sharing of key resources can indeed maximize the benefits of industrial cooperation and supply chains, and can effectively reduce risks for the geographical distribution and local integration of production and sales to develop great value economies of scale. In this article, we will discuss the improvement of the traditional marketing model of the case company by satisfying the customer's feedback, sales needs and the analysis of STP, SWOT, 3C, and indeed implement the direct procurement strategy and the vertical integration of the supply chain channel output, so that it can create a sales strategy of 4P that meets the case company's new value proposition. Only through feedback from the customers and the suppliers can they continuously improve and innovate, creating a unique, innovation business model and future developing strategies belonging to the study case of W company.