臺灣博碩士論文加值系統

專業貿易商的核心價值，是為了創造競爭優勢，成為零售產業的價值提供者。只有具備價值整合與創造的能力，專業貿易商才能在廣泛的零售產業價值網中扮演更關鍵的角色。因此，流通貿易商在經營過程中必須不斷思考，能提供什麼價值給客戶，要如何提升「產品」、「服務」、「品質」的附加價值，並進一步傳遞給客戶。當一家流通貿易商在積極運籌帷幄的同時，不僅要考慮到完善的銷售網及緊密的服務網，對於提升流通貿易商核心價值的動作也不可少。
透過研究特力貿易近年來的成長策略，本文發現特力貿易成功地建立了穩定的供應鏈網路以及透明的資訊系統平台，並藉此為顧客創造了更多價值。同時，特力也以上下游垂直整合及水平整合的方式成功擴大了特力的集團規模。此外，在經由進一步分析特力執行成長策略的成功關鍵後，本研究結論指出，如何執行併購或是策略聯盟將決定企業是否能有效地成長。如本個案中的特力貿易即通過併購來快速地進行水平整合來達到範疇經濟，並利用策略聯盟來跨足上游製造端的業務以避免掉高額的投資成本，以及藉由併購產品品牌商來發展特力的產品創新能力。而特力正是如此通過不斷整合公司外部的環境資源，以獲取持續性的競爭優勢，才得以成為貿易產業的全方位服務提供者。

The core value of traders is to provide a competitive advantage for retailers. Only with the ability to integrate and create value, traders in a wide range of retail industry value network can play a critical role. Therefore, traders must constantly think about what value they can provide to customers, and how to increase the added value of "products", "services" and "quality" and deliver it to customers. And it is not only important to develop a full supply chain and service network, but also to improve the core values as a trader.
This paper finds that Test Rite Grading Group has successfully established a stable supply chain network and a transparent information system platform to create more value for their customers. At the same time, the vertical and horizontal integration was also operated effectively. In addition, how to implement mergers and acquisitions or strategic alliance will determine whether the enterprise can effectively grow. Such as the case of Test Rite Trading Group, it successfully operated rapid increase in the level of horizontal integration though mergers and acquisitions to achieve the scope of the economy. Utilized the strategic alliances to enter the upstream manufacturing side of the business to avoid high investment costs, as well as by mergers and acquisitions brand companies to develop the ability of product development. By operating all of the corporate strategies and business strategies, Test Rite Trading Group effectively integrated the external environmental resources in order to obtain sustainable competitive advantage and become a full-service provider of the trade industry.

目錄
誌謝 iv
中文摘要 v
THESIS ABSTRACT vi
目錄 viii
圖目錄 x
表目錄 xi
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究問題與目的 7
第三節 研究方法與流程 7
第四節 論文結構 8
第二章 文獻探討 10
第一節 貿易商 10
第二節 成長策略 20
第三章 個案描述 22
第一節 公司簡介 22
第二節 個案描述 22
第四章 個案策略分析 33
第一節 市場滲透 33
第二節 產品開發 37
第三節 水平多角化 38
第四節 垂直多角化 39
第五章 結論與建議 44
第一節 研究結論與管理意涵 44
第二節 後續研究之建議與方向 49
參考文獻 50

圖目錄
圖1-1 1995-2015年間中國大陸進出口貿易統計 4
圖3-1 貿易及零售事業群的供應商類型及數量 29
圖3-2 特力部門相關職責 31
























表目錄
表1-1 2006-2015年間台灣對外貿易依存度統計 1
表1-2 2001-2015年間台灣進出口廠商貿易統計 2
表1-3 1995-2015年間中國大陸進出口貿易統計 4
表1-4 2000-2015年全球前二十大商品出口國 5
表2-1 服務與有形商品的差異 19
表2-2 Ansoff 矩陣 20
表3-1 特力公司年代簡表 25
表3-2 產品及服務主要銷售地區 27
表3-3 特力貿易產品創新設計專案數量 28
表3-4 特力貿易產品部門表 31

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