臺灣博碩士論文加值系統

近年來因工商業蓬勃發展，環境及產業變遷迅速，產生了許多重大的變革，致使過去傳統產業獨立經營，利益獨享的觀念遭受到考驗，企業若不能正視這一問題並尋求解決之道的話，將無法適應時勢潮流而面臨體制崩解的命運。
隨著時代發展，我國企業正面臨空前激烈之轉變，資訊技術的日益精進及交通工具的發達、便捷，從而克服許多傳統地理上的不便及資源分配不均，致實體流通的障礙得以降低，而消費者意識的改變及商品需求的多樣化，促使傳統商品配送模式轉為多樣少量，乃至於變種變量來發展，無形中對企業及傳統配銷通路（如批發商、零售業者、運輸及倉儲業者）產生極大的衝擊。
資訊業由於複式代理，使代理商與通路商間的界線模糊，通路整合已成為現今企業提昇競爭效能的標竿及方向。個案公司咸信在「通路勝於製造」、「客服勝於產品」、「知識勝於資金」的企業總體環境及知識管理系統中，連鎖通路體系的規劃及整合，已成為一項勢在必行、不可或缺的趨勢。
本研究係基於個人實際經營資訊通路業十多年的經驗，在國眾電腦任總經理期間，深刻體驗到經銷商面對經營環境的改變，由於本身銷售量少，在面對供應商之談判上，喪失了進價競爭優勢，如何協助獨資經營店面的經銷商，運用「委託經營」之加盟方式，集合眾力，並透過個別訂貨、聯合採購、統一議價、直接配送、集中付款，不單保有加盟主作老闆的自主性與靈活度，並可減輕加盟主的財務負擔、降低進價成本、提高獲利能力，而藉由補助款與毛利分配制度，不但分散總公司與加盟主的風險，更可在經濟不景氣時降低營運成本，以「螞蟻搬象」的方式大幅提高總公司之營業額。
個案公司自許為資訊通路業之「速食店的麥當勞，便利商店之7─Eleven」，自推出加盟以來，已在供應商與通路商間造成相當程度的衝擊，在招商的過程中，更廣受獨資店面的認同，故展店速度相當快，但這樣的加盟方式，在執行過程中仍有諸多缺失待改正，本研究以嚴謹的態度坦然以對，並提出改進方案，期能讓「委託經營」的加盟方式，對有興趣研究之學界或業界參考，並能持續深入的探討與運用，為不景氣的台灣注入一股新力量。

Recent years, we have experienced major movements in the environment and amongst various industries in Taiwan. We have also observed how the traditional concept of self-reliant operation and non-sharing profit model that were common in the past is now under stringent test. It becomes vital for the enterprise to face new challenges as they arises and seek for solutions before failing to adapt the trend to fall into parts.
As time evolves, Taiwan enterprises are facing radical changes that never before exist. The vibrant development in IT Technology and the advancement in transportation system diminished the logistic barriers resulting from the traditional geographical limitation and the imbalanced resource allocation.
The growing awareness in consumer rights and their needs for diversified products facilitates the traditional logistic system to “fewer quantity, more items” or even “flexible quantity and items”. Such progress generates huge impact to enterprise and those involved in the traditional distributional channel, such as the distributor, retailer, and transport and warehousing companies.
The line between distributors and retail stores has long been ambiguous in IT industry due to multi-threaded distribution model. The emergence in the channel has become an indicator and future direction for enterprise to increase its competitive effectiveness. In our case study, the company is recognized by its knowledge-based management system with its organizational environment built around the beliefs of “Channel is greater than Manufacturing”; “Customer Service surpasses Product” and “Knowledge creates Capital”. The planning and integration of franchising retail system has become an inevitable and essential trend for the future.
Due to my personal involvement in managing IT retail channel over 10 years in LEO Systems as President of the company, I have first-handed experience in how retail stores adapt themselves in the ever-changing environment. With little quantity commitment, they had little to none position in price bargaining with suppliers.
“Sub-contracting” franchise system is developed to help those sole proprietors maintain the flexibility and dynamic decision-making as the “Boss” while elevate their financial burdens and reduce cost, increase profit ability. The model based on single window purchasing, independent ordering, direct delivery and centralized payment, helps minimize risk for both the company and subcontractors especially reduce overheads and operational cost during economic downturns for the latter while increase revenue for the holding company drastically.
This case study mentioned in this research prides itself as the “MacDonald in fast food chain”, the “Seven-Eleven of the convenience store” in the IT retail channel. The concept has created tremendous impact on both supplier and retail stores since its launch. We have observed the welcoming recognition for the concept from most sole proprietors during introduction phase that has expedited the expansion of the franchise.
However, such business model is not without weaknesses. We found there are still a lot of loose ends waiting to be rectified as the model evolves. This report not only provides an open and stringent analysis, but has also included the proposed recommendation for its future improvement. It is our sincere hope to see the interested parties to continue carrying out further research in this system and possible applications in other avenue that might help boost Taiwan’s economy out of recession in the near future.

第一章 緒論 2
1.1 研究緣起與目的 2
1.1.1 研究緣起 2
1.1.2 研究目的 4
1.2 研究範圍與限制 5
1.2.1 研究範圍 5
1.2.2 研究限制 5
1.3 研究流程 6
1.4 研究架構 7
第二章 文獻探討 9
2.1 連鎖體系 9
2.2 連鎖經營之探討 16
2.3 連鎖經營的優勢 17
2.4 加盟契約與加盟辦法 18
2.5 通路理論探討 19
2.5.1 行銷通路理論 19
2.5.2 通路績效理論 22
2.6 行銷策略 27
2.6.1 行銷策略之定義 27
第三章 我國資訊與通訊產品流通業之現狀與展望 34
3.1 資訊產品產銷特性 34
3.2 通路業展望 37
3.3 通路商分析(台灣區) 40
3.4 國內三大資訊配銷商業者之比較分析 42
3.5 直營通路商與開放式配銷商之比較 44
3.6 連鎖門式之現況分析 47
3.7 市場趨勢 48
3.8 中國大陸連鎖店發展及經營趨勢 53
3.8.1 所得與消費 53
第四章 研究方法 76
4.1 競爭分析 83
4.1.1 SWOT分析 83
4.1.2 五力分析 84
4.1.3 其他評估 90
4.2 資訊業之挑戰與商機 94
4.2.1 製造商之挑戰與商機 94
4.2.2 中間通路商的挑戰與商機 96
4.2.3 下游經銷商的挑戰與商機 99
第五章 研究內容 101
5.1 個案公司簡介 101
5.2 經營願景 103
5.3 經營目標 104
5.3.1 營運目標 104
5.2.2 營收目標 105
5.3.3 建置方式 105
5.4 經營策略 107
5.4.1 營運模式之策略 107
5.4.2 營運計劃 109
5.5 營運成果 131
5.6 成功關鍵因素 133
5.7 執行缺失 158
5.8 改善對策 162
第六章 結論與建議 170
6.1 結論 170
6.2 建議 172
6.2.1 對後續研究之建議 172
6.2.2 對企業界之建議 172
參考文獻 174

司徒達賢，策略管理，遠流出版社，民84年。
郭崑謨，民73年，行銷管理，三民書局。
謝冠雄，2001年，億通智慧科技增資企劃書。
方世榮譯，1995年，行銷管理學，台灣東華出版。
陳正男，1994年，行銷管理學，台北：東華，p478，譯自P.Kolter and G.Armstrong。
程宇鵬，民91年，零售點對製造廠商通路權力認知之研究－以袋裝式餅乾為例，台北市，台北大學。
趙盈傑，民88年，3C連鎖體系經營策略之研究，台北市，淡江大學。
黃郁惠，民84年，加盟制度之研究，東海大學企研所。
李興南，民77年，「直營、加盟孰優孰劣」，突破雜誌，第36期。
傳統商店現代經營手冊，民81年，中國生產力中心。
李偉成，民89年，便利商店加盟考量因素之探討，台北市，台北大學。
顧志遠，民87年，服務業系統設計與作業管理，華泰書局，73－75頁。
耿慶武，2001年，中國區域經濟發展，台北市，聯經出版事業公司。
吳嘉潭，民87年，台灣資訊與通訊產品流通業經營之重要影響要素探討，新竹市，交通大學。
胡晢生，1999實務專題在管理教育之定位：商管實務專題研究方法論教學研習會，雲林科技大學。
Hoffman,R.C.and J.F.Preble（1991）,“Franchising Selecting a Strategy for Rapid Growth,”Long Range Planning, Vol.24,No.4,pp74-85。
Kotler,Philp（1997）,Marketing Management：Analysis, Planning, Implementation, and Control,9thed.,N.J.：Prentice Hall,Inc.pp.70-605。
McCammon,1970，Prospective for Distribution Programming in Vertical Marketing System,Glenview,Ⅲ.：Scott Froesman。
McCarthy, E.J.,1981,Basic Marketing：A Management Approach, Homewood,IL：Richard D.Irwin。
Schewe,C.D.（1983）,Marketing Concepts and Applications,2nd.ed,N.Y.：McGraw-Hill, pp415。
Hunt,Shelby D.& John R. Nevin（1974）,“Power in a Channel of Distribution：Source and Consequences”,Journal of Marketing Research, Vol.11,May,pp.186-193。
Frazier, Gray（1983），“Interorganizational Exchange Behavior in Marketing Channels：A Broadened Perspective”，Journal of Marketing, Vol.47,Fall,pp.68-78。
Novich, Neil S.,“Getting the Most from Distribution,”National Productivity Review.Spring 1991,pp.215-225。
Bowersox,Donald J.etc,.M.Bixby Cooper, Strategic Marketing Channel Management.N.Y.：McGraw-Hill,1992。
Morris, Michael H, Industrial and Organizational Mardeting. Columbus,Ohio：Merrill,1988。