臺灣博碩士論文加值系統

在中國因為信用機制不夠發達，基於資金成本的考量、以及對中國市場的消費環境與市場需求的不熟悉，加之自建銷售管道成本的考慮，製造商選擇以分銷的方式來打開中國市場，分銷商成為製造商在中國行銷產品的重要伙伴。IT分銷商在中國IT供應鏈上能夠突顯其重要地位，正是發揮了為供應商最大程度收集、回饋真實市場訊息，及時有效溝通的能力。

隨著2001年中國加入WTO，流通領域和服務業開放，使得IT分銷商面臨來自英邁國際等外資的強大競爭。另一方面，戴爾在中國通過低成本的直銷手段，不但衝擊了通路分銷商傳統營利模式，也打壓了IT製造商的供貨成本，使得IT製造商改變過去代理經營的模式，逐漸脫離分銷商的管道，加快了IT製造商向零售領域進軍的步伐，對通路進行更嚴格的管控，將更多的將資源拋向分銷層下游。事實上，IT產業越來越成熟，產品價格越來越透明化，利潤越來越微薄，除了來自外資的競爭、以及IT製造商漸漸降低對分銷商的依賴，IT分銷商還必須面臨系統集成商與二級分銷商對市場的瓜分。

本研究希望探討在中國IT分銷商的策略族群，透過競爭策略的觀點分析中國IT分銷商的產業結構，希望能夠找到合適的競爭策略，重新定位其於中國IT供應鏈上的戰略位置。同一策略族群代表企業有一致或類似的策略構面（Porter, 1980），不同之策略族群究竟是應該控制成本規模化發展？細分市場？提供專業與個性化的服務？還是發展新的增值業務？對於台灣現有的通路業者如聯強國際，在進軍中國市場之際，如何找到真正的競爭對手？

Due to the credit mechanism in China is not developed well. In view of capital cost, being unfamiliar with the consumption environment of the China market and market demand, in addition the consideration of the self-built marketing channel cost, manufacturers choose to open China market by the way of wholesale distribution. Wholesaler-distributor becomes the important partner of manufacturer on selling product throughout China. IT wholesaler-distributor has exactly collected and fed back the true market information to IT manufacturers, to communicate with them effectively in time. So IT wholesaler-distributor has an important and conspicuous position in China IT supply chain.

China joins WTO in 2001 and opens the fields of retailer and service industry. It makes China IT wholesaler-distributor face the strong competition of foreign capitals, such as Ingram Micro, etc… On the other hand, Dell is through the direct selling to get lower cost in China. Dell has not only compressed the operating cost of IT manufactures, but also decreased China wholesaler-distributor’s profit. It makes IT manufacturers change the past agent way. IT manufacturers start to break away from the wholesaler-distributors’ channel gradually, and have accelerated paces to the retail field. Then IT manufacturers control the channels more strictly, and offer more resources to lower distributors. In fact, IT industry is getting riper and riper, the product price is more and more transparent, and the profit is more and more slender. Except the competition of foreign capitals and getting lower reliance from IT manufacturers, IT wholesaler-distributors also face the system integration providers and second-tier distributors that divide the whole market.

This research is to explore the strategic groups of China IT wholesaler-distributors. It would like to analyze the industrial structure of China IT wholesaler-distributors by the view of the competitive strategy, and find the suitable competitive strategy to reorient their strategic position in China IT supply chain. The same strategic group has identical or similar strategic dimensions (Porter, 1980). In different strategic groups of China IT wholesaler-distributors, should we control the cost to make the scale development? Subdivide the market? Offer the professional and individualized service? Or develop value-added service newly? As to the existing Taiwan channel industry member such as Synnex Technology International Corporation, at the time of getting the entrance into China market, how to find the real rival?

目 錄
頁次
中文摘要.................................................. i
英文摘要..................................................ii
誌謝.....................................................iii
目錄......................................................iv
表目錄.....................................................v
圖目錄....................................................vi

第一章. 緒 論..............................................1
1.1 研究背景與動機.........................................1
1.2 研究目的...............................................3

第二章 文獻探討............................................4
2.1 相關研究方向...........................................4
2.2 研究假設推論..........................................12

第三章. 產業概述與分析....................................13

第四章. 研究設計與研究方法................................17
4.1 研究架構..............................................17
4.2 研究方法..............................................17
4.3 變數的操作性定義與衡量................................17
4.4 抽樣方法與資料收集....................................20
4.5 資料分析方法..........................................22

第五章. 實證結果..........................................24

第六章. 結論與建議........................................34
6.1 結論..................................................34
6.2 研究限制..............................................42
6.3 後續研究建議..........................................42

參考文獻..................................................43

附錄一，分銷商綜合實力考核評比表..........................45



表 目 錄

表 2-1 批發商替製造商執行的行銷功能.......................10
表 2-2 批發商替顧客執行的行銷功能.........................11
表 3-1 2004年中國十大卓越分銷商...........................14
表 4-1 2004年中國十大卓越分銷商考核指標...................18
表 4-2 階層式集群法與非階層式集群法比較...................23
表 5-1 平均連鎖法集群分析分群結果.........................27
表 5-2 邊際檢定表.........................................28
表 5-3 成偶檢定表.........................................29
表 5-4 分群命名結果之一...................................29
表 5-5 分群命名結果之二...................................30
表 5-6 集群結果、營業額與市場佔有率等級...................31
表 5-7 卡方獨立性檢定列聯表...............................32
表 5-8 卡方獨立性檢定統計量...............................33
表 6-1 2004∼2005年中國十大卓越分銷商主要代理產品線.......35
表 6-2 2004∼2005年中國十大卓越分銷商長期合作代理商數量...39

圖 目 錄

圖 2-1 通路行銷流程........................................8
圖 2-2 通路行銷流程的效能分析範本..........................9
圖 2-3 五金器具批發商提供之主要服務.......................12
圖 3-1 中國IT分銷商營業規模分佈...........................13
圖 3-2 中國IT分銷商區域分佈...............................14
圖 3-3 中國IT分銷商2004年成長率圖示.......................15
圖 3-4 中國IT分銷商淨利率分佈.............................15
圖 3-5 中國IT分銷商代理產品類別分佈.......................16
圖 5-1 集群分析的步驟.....................................24
圖 5-2 平均連鎖法集群分析樹狀圖...........................26
圖 6-1 中國分銷商獨立信用控制部門設立情況.................36
圖 6-2 2005年分銷商目前業務發展瓶頸.......................37
圖 6-3 2005年分銷商為代理商提供的服務.....................38

中文文獻：

1.丁承，「統計方法與資料分析」，民國九十三年。
2.周文賢，多變量統計分析：SAS/STAT使用方法，智勝出版，民國九十三年。
3.「2004~2005成功公司卓越分銷商調查報告」，計算機產品與流通雜誌，第十九期，2005年5月30日。
4.Michael Porter著，競爭策略，周旭華譯，天下出版，民國八十七年。
5.spn睿商在線網站(www.spn.com.cn)。


外文文獻：

1.Cespedes, Frank, “Channel Management in General Management”, California Management Review, P.116, Fall 1988.
2.Cool, K. O. “Strategic group formation and strategic group shifts: A longitudinal analysis of the U.S. pharmaceutical industry, 1963-1982.”, Ph.D. dissertation, Graduate School of Business Administration, Purdue University, 1985.
3.Cool, K. O. and Schendel, D., "Strategic Group Formation and Performance: The Case of the U.S. Pharmaceutical Industry, 1963-1982", Management Science, Vol.33 No.9, P.1102-1123, 1987.
4.Fiegenbaum, Avi and Thomas, Howard, "Industry and strategic group dynamics: Competitive strategy in the insurance industry, 1970-84", Journal of Management Studies, 1990.
5.Gordon, Mary Ellen and Milne, George R., “Selecting the Dimensions that Define Strategic Group：A Novel Market-Driven Approach,” Journal of Managerial Issues, Vol. XI Number 2, P.213-233, Summer 1999.
6.Hunt, M., "Competition in the Major Home Appliance Industry", 1960-1970, Doctoral Dissertation, Graduation School of Business Administration, Harvard University. 1972.
7.Mehra, Ajay "Resource and Market Based Determinants of Performance in the U.S. Banking Industry". Strategic Management Journal, Vol. 17, No. 4, P307-322, Apr. 1996.
8.Porter, M. E., Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: The Free Press, 1980.
9.Rosenbloom, Bert, “Marketing Functions and Wholesaler-Distributor: Achieving Excellence in Distribution”, Washington, D.C.: Distribution Research and Education Foundation, P.73 ,1987.
10.Stern, Louis W., EI–Ansary, Adel I., Coughlan, Anne T. and Anderson, Erin, Marketing Channels, 7th ed., N.J.: Prentice Hall, 2006.