(3.236.175.108) 您好!臺灣時間:2021/02/28 03:17
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果

詳目顯示:::

我願授權國圖
: 
twitterline
研究生:蘇煒竣
研究生(外文):Wei-chun Su
論文名稱:生技產業協同行銷通路之合作模式研究-以微流體生物晶片系統為例
論文名稱(外文):An Exploratory Research of Channel Management in the Biotech Industry using Collaborative Marketing:The Case of Micro Fluidic Biochip Systems
指導教授:林懿貞林懿貞引用關係
指導教授(外文):Yi-chen Lin
學位類別:碩士
校院名稱:國立臺南大學
系所名稱:科技管理研究所
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
畢業學年度:95
語文別:英文
論文頁數:71
中文關鍵詞:生技產業系統化思考協同商務行銷通路
外文關鍵詞:Collaborative commerceMarketing channelSystems thinkingBiotech industry
相關次數:
  • 被引用被引用:1
  • 點閱點閱:178
  • 評分評分:系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:2
隨著美、日、歐等技術先進國家先後將生物技術列為策略性發展之技術項目,生物科技已是公認21世紀明星產業之一。根據Helmut Kaiser Consultancy市場調查報告,至2020年的全球生物晶片市場產值預估將達410億美元。面對全球化競爭,我國生技產業在專注於發展產品與技術之同時,亦須同步關注市場佈局規劃與通路掌握,始能在全球市場占有一席之地。本研究主要目的為探討生技產業與通路、協力廠商間偏好之協同行銷模式及其關連性,針對市場中企業在行銷通路結構和通路合作關係上,進行產業資料蒐集與分析,透過相關學者的理論探討,以期達成利用協同行銷模式的運作,協助全面整合產業鏈資源,並探討如何運用系統化思考觀點,針對生技產業快速疾病檢測市場選擇適當的方法來規劃企業間協同行銷模式之協同管理應用。
本研究架構包括通路結構與合作關係之因素、協同商務以及系統化思考的運用,針對生技產業設計進行調查研究,主要研究對象為台灣生技公司之高階經理、行銷與業務經理、醫療機構及學術單位相關經驗專家。實施方式包括專家訪談、問卷調查、內容分析而分為二個步驟,首先,質化測量法-包含文獻回顧與引導式訪談,採取文獻回顧、整合以及質化專家訪談,對象為產、學、研專家,其資料作為問卷調查之假設、問項之依據;其次,量化測量法-包含問卷擬定、問卷發放和資料的統計分析進行調查,對象為74位生技公司高階經理人,並得出量化結果。最後透過統計驗證與顧問訪談結果比較分析,提供生技公司與通路間合作的關係與選擇的方針以發展適當的協同行銷策略。
The indispensable role of biotechnology is increasing in nearly every industry. Due to the numerous applications in other industries, biotechnologies are one of the most important technologies in the 21st century. Various micro devices and systems for DNA/proteins/cells applications have been demonstrated. Helmut Kaiser Consultancy has published a study in which it forecast that the global biochip industry market can develop from the 2005 estimated market of about US$39 hundred million dollars up to a projected US$41 billion dollar global market value by 2020. Once companies have become highly innovative and technology intensive, focusing on R&D activities and new product development, they should focus on planning for marketing composition and channel management as well. Companies that consciously build strong distribution channels should achieve a distinct advantage in the fiercely competitive environment. The aims of this research are: Develop a conceptual framework that facilitates the exploration of the relationship between channel/distributor and collaborative agents, and understand their preferable collaborative model or convention customarily in the past. Moreover, use systems thinking to choose suitable methods for executing collaborative commerce, and provide Taiwanese enterprises with the direction and objectives to implement in fast disease diagnosis markets.
This research applies a framework with channel structure and cooperation factors, collaborative commerce, and systems thinking for the biotechnology industry. The samplings were the high and middle level managers including CEOs, marketing and sales department heads, and experienced experts in the biotechnology industry. Firstly, 4 specialists were selected for the pilot. Secondly, 1299 questionnaires were sent to the target population, of which 74 questionnaires were useful for data analysis. Finally, the discussion is presented from a comparison of the result of the empirical consultants opinions and the statistical analysis result. This research provides companies with the direction and relationships with channels to develop an appropriate collaborative marketing strategy.
中文摘要 i
ABSTRACT ii
誌謝 iii
TABLE OF CONTENTS iv
LIST OF TABLES vi
LIST OF FIGURES vii
1. Introduction 1
2. Literature Review 4
2.1 The characteristics of the biotechnology industry 4
2.2 Review of marketing channels with cooperation 6
2.3 Collaborative commerce 9
2.4 Systems thinking 11
3. Research Methodology 13
3.1 Research framework 13
3.2 Research design 14
3.3 Sampling 15
3.4 Statistical analysis method 17
4. Research Analysis and Results 18
4.1 Descriptive analysis of collaborative commerce 18
4.2 The differences between channel cooperation factors in different channel structures 19
4.3 The differences in collaborative commerce 22
4.3.1 The differences in collaborative commerce for the channel structure factors 22
4.3.2 The differences in collaborative commerce for the channel cooperation factors 23
4.3.3 The differences in collaborative commerce for the CEDD factors 24
4.4 The differences between each of the factors of CEDD 26
4.4.1 The differences in channel structure factors for CEDD factors 26
4.4.2 The differences in channel cooperation factors for CEDD factors 29
5. Discussion 40
5.1 Empirical Findings 40
5.2 Practical analysis in case perspective 46
5.2.1 Background of the project 46
5.2.2 Interview results 47
5.3 Summary 49
6. Conclusion 50
6.1 Suggestion 50
6.2 Managerial Implications 57
6.3 Limitations and future research 58
Reference 60
APPENDIX A 65

LIST OF TABLES
Table 1 Characteristics of sample structure 16
Table 2 The descriptive analysis of items for collaborative commerce 18
Table 3 The channel cooperation factors of each market positioning 19
Table 4 The channel cooperation factors for each of the channel dynamics 20
Table 5 The channel cooperation factors of each segment 21
Table 6 The comparison of collaborative commerce with each of the channel dynamics factors 22
Table 7 The comparison of collaborative commerce with each of the cooperative motivation factors 23
Table 8 The comparison of collaborative commerce with each of the member selection factors 24
Table 9 The comparison of collaborative commerce in the biotechnology industry with what should be the built-in measure of success 25
Table 10 The comparison of collaborative commerce with how to eliminate the threats and limitations in the biotechnology industry 25
Table 11 The customers of each segment 26
Table 12 The built-in measures of success of the each channel dynamics 27
Table 13 The built-in measures of success of each segment 27
Table 14 The planners of each segment 28
Table 15 The involved as experts versus each segment 29
Table 16 The customers for each channel member factor of channel design 29
Table 17 The achieving goals of each decision maker factor of channel design 30
Table 18 The achieving goals of each factor of member evaluation 30
Table 19 The built-in measures of success of each factor of cooperative motivation 32
Table 20 The built-in measures of success of the corporate factor of channel design 33
Table 21 The built-in measures of success of the channel member factor of channel design 33
Table 22 The built-in measures of success of each factor of member evaluation 34
Table 23 What the decision taker does not control and each factor of cooperative motivation 35
Table 24 The planners and each channel member factor of channel design 36
Table 25 The guarantees of success of the decision maker factor of channel design 37
Table 26 The moral basis of each factor of cooperative motivation 38
Table 27 The moral basis of each channel member factor of channel design 39
Table 28 The verification of the hypotheses 40

LIST OF FIGURES
Figure 1 Lab-on-a-chip 2
Figure 2 Research framework 14
Figure 3 The Industrial Chain Diagram of the Biochip System 47
Figure 4 Channel Management Schematic 54
Aiken, M., & Hage, J., 1968, “Organizational interdependence and intraorganizational structure”, American Sociological Review, 33, pp. 912– 930.
Almeida, P., & Kogut, B., 1999, “Localization of knowledge and the mobility of engineers in regional networks”, Management Science, 45(7), pp. 905-918.
Anderson, J. C., & Narus, J. A., 1990, “A model of distributor firm and manufacturer firm working partnerships”, Journal of Marketing, 54(1), pp. 42-58.
Barton, A., Weitz, & Sandy, D. Jap, 1995, “Relationship marketing and distribution channels,” Journal of the Academy of Marketing Science, 23(4), pp. 305-320.
Baum, J. A. C., Calabrese, T., & Silverman, B. S., 2000, “Don’t go it alone: Alliance network composition and startups’ performance in Canadian biotechnology”, Strategic Management Journal, 21, pp. 267–294.
Bertino, E., Jajodia, S., & Smarati, P., 1999, “A flexible authorization mechanism for relational data management systems”, ACM Transactions on Information Systems, 17(2), pp. 101-140.
Bowersox, D. J., Cooper, M. B., Lambert, D. M., & Taylor, D. A., 1980, “Management in marketing channels”, New York’:McGraw-Hill.
Bucklin, L. P., & Sengupta, S., 1993, “Organizing successful co-marketing alliances”, Journal of Marketing, 57, pp. 32-46.
Byrne, J. A., 1993, February, “The virtual corporation”. Business Week, 8, pp. 98–103.
Christensen, C. M., 1997, “The innovator’s dilemma: When new technologies cause great firms to fail”, Boston, MA: Harvard Business School Press.
Costa, C., Fontes, M., & Heitor, M. V., 2004, “A methodological approach to the marketing process in the biotechnology-based companies”, Industrial Marketing Management, 33, pp. 403-418.
Coughlan, A. T., Anderson, E., Stern, L. W., & El- Ansary, A. I., 2001. “Marketing Channels”, 6th ed., Upper Saddle River, NJ: Prentice Hall.
Dacin, M. T., Hitt, M. A. & Levitas, E., 1997, “Selecting partners for successful international alliances: Examination of US and Korean firms”, Journal of World Business, 32(1), pp. 3-16.
Daft, R. L., 2001, “Organization Theory and Design”, 7th ed, South-Western.
EC, 2001, “The competitiveness of European biotechnology: A case study of innovation”, European Competitiveness Report, EC, Luxembourg.
Ellinger, A. E., 2000, “Improving marketing/logistics cross-functional collaboration in the supply chain”, Industrial Marketing Management, 29, pp. 85-96.
Enriquez, J., 2002, “As the future catches you: How genomics and other forces are changing your life, work, health and wealth”, Crown Publishers, New York,.
Flood, R. L., 1995, “Solving Problem Solving”, New York: Wiley.
Flood, R. L., & Jackson, M. C., 1991, “Creating problem solving: Total systems intervention”, Chichester: Wiley.
Frazier, G. L., & Rody, R. C., 1991, January, “The use of influence strategies in interfirm relationships in industrial product channels”, Journal of Marketing, 55, pp. 52–69.
Frazier, G. L., & Summers, J. O., 1986, May, “Perceptions of interfirm power and its use within a franchise channel of distribution”, Journal of Marketing Research, 23, pp. 169–176.
Ganesan, S., 1993, May, “Negotiation strategies and the nature of channel relationships”, Journal of Marketing Research, 30, pp. 183– 203.
Gaski,J. F., & Nevin, J., 1985, “The differential effects of exercised and unexercised power sources in marketing channels”, Journal of marketing, 22(5), pp. 130-142.
Gebrekidan, D. A., & Awuah, G. B., 2002, “Interorganizational cooperation: A new view of strategic alliances- The case of swedish firms in the international market, Industrial Marketing Management, 31, pp. 679-693.
Gill, Lynn E., & Allerheiligen, Robert P., 1996, “Cooperation in channels of distribution: Physical distribution leads the way”, International Journal of Physical Distribution & Logistics, 26(5), pp. 49–61.
Ichiki, T., Sugiyama, Y., Taura, R., Koidesawa, T., & Horiike Y., 2003, Plasma applications for biochip technology, Thin Solid Films, 435, 62–68.
Jassawalla, A. R., & Sashittal, H. C., 1998, “An examination of collaboration in high-technology new product development processes”, Journal Product Innovation Management, 15, pp. 237-254.
Kaiser, H., & Tang, X., 2004, “Another World : The Future of ; Industries - From Nanotechnology to Molecular Industries and the Convergence of Nano-Buo-Cogno-Info 2015”, Germany: Helmut Kaiser Consultancy.
Kitchen, P. J., & Schultz, D. E., 2001, “Raising the corporate umbrella: Corporate communications in the 21st Century”.
Kogut, B., 1988, “Joint ventures: Theoretical and empirical perspectives”, Strategic Management Journal, 9(4), pp. 319-332.
Kotler, P., 2003. “Marketing Management”, 11th ed., Prentice Hall.
Lane, P.J., & Lubatkin, M., 1998, “Relative absorptive capacity and interorganizational learning”, Strategic Management Journal, 19, pp. 461–477.
Lee, G. B., Kuo, T. Y., & Wu, W. Y., 2002, “A novel micromachined flow sensor using periodic flapping motion of a planar jet impinging on a V-shaped plate”, Experimental Thermal and Fluid Science, 26, pp. 435-444.
Lee, G.. B., Chen, S. H., Huang, G. R., Sung, W. C., & Lin, Y. H., 2001, Microfabricated plastic chips by hot embossing methods and their applications for DNA separation and detection, Sensors and Actuators B: Chemical, 75(1-2), 142-148.
Lu, Y. W., 2003, “The opportunity of biochip industry in Taiwan”, Taiwan: Industrial Economics and Knowledge Center (IEK).
Mallen, B., 1963, “A theory of retailer-supplier conflict, control, and cooperation”, Journal of Retailing, Summer, 39(2), pp. 24-32.
Mason, J. C., 1993, May, “Strategic alliances: Partnering for success”, Management Review, pp. 10–15.
OECD, 1989. “Biotechnology: Economic and Wider Impact”.
Oliver, A.L., & Liebeskind, J. P., Winter97/98, “Three levels of networking for sourcing intellectual capital in biotechnology: Implications for studying interorganizational networks”, International Studies of Management & Organization, 27(4), pp. 76-103.
Orsenigo, L. 1989, “The emergence of biotechnology—Institutions, markets and industrial innovation”, London: Printer.
Oliver, R., 2000, “The coming biotech age: The business of bio-materials”, McGraw-Hill, New York.
Oliver, R., 2003, “The biotech age: The business of biotech and how to profit from it”, McGraw-Hill, New York.
Perks, H., 2000, “Marketing information exchange mechanisms in collaborative new product development-The influence of resource balance and competitiveness”, Industrial Marketing Management, 29, pp. 179-189.
Porter, M. E., & Fuller, M. B., 1986. “Coalitions and global strategy, in Porter, M. E. Competition in global industries”, Cambridge, MA: Harvard University Press: pp. 315-344.
Powell, W. W., 1990, “Neither market nor hierarchy: Network form of organization”, Research in Organization Behavior, 12, pp. 295-336.
Powell, W. W., 1996, “Inter-organizational collaboration in the Biotechnology Industry”, Journal of Institutional and Theoretical Economics, 120(1), pp. 197-215.
Powell, W., 1998. “Learning from collaboration: Knowledge networks in the biotechnology and pharmaceutical industries”, California Management Review, 40(3), pp. 228–240.
Powell, W. & Brantley, P., 1992, “Competitive cooperation in biotechnology: Learning through networks ?”, In Nohria, N., and Eccles, R. (Eds.), “Networks and organizations: Structure, form and action”, Harvard Business School Press, Boston, MA, pp. 365-394.
Rabin, S., 2002, “Automating trading partner collaboration across the order management life cycle”, Information Systems Management, Summer, pp. 70-73.
Rosenbloom, B., 1987, “Marketing functions and the wholesaler- distributor: Achieving excellence in distribution”, Washington D.C.7 Distribution Research and Education Foundation.
Rosenbloom, B., 1999, “Marketing channels: A management view”, 6th ed., Fort Worth: Dryden Press.
Schermerhorn, J., 1975, “Determinants of interorganizational cooperation”, Academy of Management Journal, 18, pp. 846–856.
Sharp, M., & Senker, J., 1999, “European biotechnology: Learning and catching-up”, In: Gambardella, A. and Malerba. F. (Eds.), “The organization of economic innovation in Europe”, pp. 269-302, Cambridge: Cambridge University Press.
Stern, L. W., & Reve, T., 1980, Fall, “Distribution channels as political economies: A framework for comparative analysis”, Journal of Marketing, 44, pp. 52–64.
The NGM Advanced Enterprise Concepts Thrust Team., 1997, “Extended enterprise collaboration: A next-generation manufacturing imperative”.
Turban, E., & King, D., 2003, “Introduction to E-Commerce”, New Jersey: Pearson Education.
Walsh, V., Niosi, J., & Mustar, P., 1995, “Small-firm formation in biotechnology: A comparison of France, Britain and Canada”, Technovation, 15(5), pp. 303–327.
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
系統版面圖檔 系統版面圖檔