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題名 品牌運動鞋經銷商成長策略之研究
Growth Under Constraints: Strategies of Sports Apparel/Shoes Retailers in Taiwan
作者 余有軒
Brian
貢獻者 于卓民
余有軒
Brian
關鍵詞 通路管理
channel management
channel conflict
日期 2016
上傳時間 2-Sep-2016 01:35:08 (UTC+8)
摘要 由於每個通路有個有不通資源與策略，因此本研究探討各個通路遇到不同的品牌的成長策略。
Marketing channels are part of an important assets to a branded firm. They directly affect a firm’s overall positioning strategy in a market. Naturally one of the members in the system are the retailers, as retailers are engaged to the consumers directly. In this regard the collaboration of the retailers and branded firms become crucial to the development of both parties. This is especially true in overseas markets when branded firms are in an unfamiliar environment, and must rely on the expertise of local retailers to get closer to the consumers and to better serve the consumers. Branded firms manage their channel members (retailers) in accordance with their strategies while taking their resources into consideration. One of the most common management methods the branded firms impose on the retailers is through series of constraints. Different branded firms and retailers have different objectives in terms of business goals, and conflicts arise when constraints are in place. Therefore, this study is motivated by the following research question: how do local Taiwanese retailers adjust their strategies when dealing with different branded firms each with different strategies and different resources?
     
      Five in-depth case studies including both branded firms and retailers were conducted to assist the answering of the research question. The findings illustrated that the management of channel system is dictated by the bargaining power of a retailer; and that when a retailer has other business outside of its core competence it is less subjected to the power of the branded firm. The theoretical contribution and managerial findings can be referred to the topic of channel power. To summarize, the firm with dominate power will be able to better implement their strategies in the channel system.
Chapter One Introduction 1
     Section 1 Background of the study 1
     Section 2 Research Purpose & Questions 2
     Section 3 Research Process and Chapters Introductions 3
     Chapter Two Literature Review 5
     Section 1 Concept of Power 5
     Section 2 Definition of Conflict 10
     Section 3 Causes of Conflicts and Resolutions 11
     Section 4 Retailers’ Strategies 18
     Section 5 Resource Based View 23
     Chapter Three Research Methodology 26
     Section 1 Research Framework 26
     Section 2 Case Study 28
     Section 3 Information Gathering 30
     Chapter Four Case Description and Analysis 34
     Section 1 Company A 34
     Section 2 Company B 45
     Section 3 Company C 50
     Section 4 Retailer A 53
     Section 5 Retailer B 55
     Section 6 Case Analysis 60
     Chapter Five Conclusions & Suggestions 74
     Section 1 Conclusions 74
     Section 2 Suggestions for Local Retailers 75
     Section 3 Suggestions for Future Research 76
參考文獻 Bibliography
     洪綾襄. (2016). 運動商機再進化 搶賺兆元服務財 掌握四大趨勢. Retrieved from 財訊: http://www.wealth.com.tw/article_in.aspx?nid=7813&pg=1
     Anderson, J. a. (1990). A model of distribution firm and manufacturer firm working partnership. Journal of Marketing, 54(1), 42-58.
     Badenhausen, K. (2015). LeBron James Is NBA`s Top Shoe Salesman With $340 Million For Company A. Retrieved from Forbes: http://www.forbes.com/sites/kurtbadenhausen/2015/03/18/lebron-james-is-nbas-top-shoe-salesman-with-340-million-for-Company A-in-2014/#28d1e0292859
     Barney, J. (1991). Firm Resources and Sustained Competitive Advantage . Journal of Management, 17(1), 99-120.
     Berman, B., & Evans, J. (1989). Retail Management: A Strategic Approach. New York: MacMillan.
     Berman, B., & Thelen, S. (2004). A guide to developing and managing a well-integrated multi-channel retail strategy. International Journal of Retail and Distribution Management, 32(2), 147.
     Bobot, L. (2011). Functional and Dysfunctional Conflicts in Retailer-Supplier Relationships. International Journal of Retail & distribution management, 39(1), 25-50.
     Bucklin, C. B., Thomas-Graham, P. A., & Webster, E. A. (1997). Channel conflict: When is it dangerous? The McKinsey Quarterly(3), 36-43.
     Calabrese, J. (2015). MJ: How His Shoe Sales Measure Up Today . Retrieved from Heavy: http://heavy.com/sports/2015/03/michael-J-Company A-air-shoe-sneaker-sales-forbes-billionaire-lebron-james-kobe-bryant-kevin-durant-Company B-derrick-rose/
     Conant, J. S., & Salano-Mendez, R. (1993). Generic retailing types, distinctive marketing competencies and competitive advantage. Journal of Retailing, 69(3), 254-279.
     Coughlan, A., Anderson, E., Stern, L., & and El-Ansary, A. (2006). Marketing Channels, 7th ed.,. Englewood Ciffs, NJ: Prentice-Hall.
     Covin, J., & Covin, T. (1990). Competitive aggressiveness, environmental context and small firm performance. Entrepreneurship Theory and Practice, 15(2), 35-50.
     Cunningham, M. K. (2013). Reducing Channel Conflict. Journal of Marketing Development and Competitiveness, 7(1).
     Dahl, R. A. (1957). The Concept of Power. Behavior Science, 2(3), 201-215.
     El-Ansary, S. L. (1996). Marketing Channels (5th ed). Englewood Cliffs, CA: Prentice-Hall.
     Emerson, R. M. (1962, Spring). Power-dependencies relations. American Socio-Logical Review, 55, 61-78.
     Etgar, M. (1976). Channel Domination and Countervailing Power in Distribution Channel. Journal of Marketing Research, 14, 254-262.
     Etgar, M. (1979). Sources and types of intra-channel conflict. Journal of Retailing, 55(1), 61-75.
     Frazier, G. a. (1991). The use of influence strategies in interfirm relationships in industrial product channels. Journal of Marketing, 55(1), 52-69.
     Gaski, J. F. (1984). The Theory of power and conflict in channels of distribution. Journal of Marketing, 48(3), 9-29.
     Germano, S. (2015). Company C overtakes Company B in U.S. sportswear. Retrieved from Market Watch: http://www.marketwatch.com/story/under-armour-overtakes-Company B-in-us-sportswear-2015-01-08
     Grant, R. (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation . California Management Review, 33(3), 114-135.
     Hassens, D. (1980). Market Response, competitive behavior, and time series analysis. Journal Marketing Research, 470-485.
     Hummel, J., & Savitt, R. (1988). Integrated Customer Service and Retailer Strategy . International Journal of Retailing, 3(2), 5-21.
     Hunt, K. (1995). The relationship between channel conflict and information processing. Journal of Retailing, 41(4), 416-436.
     Jean L. Johnson, T. S. (1993). The Exercise of Interfirm Power and Its Repercussions in U. S.-Japanese Channel Relationships. Journal of Marketing, 57(2), 1-10.
     John R. P. French, J. &. (1959). The Bases of Social Power. (D. Cartwright, Ed.) Studies in Social Power, 259-269.
     Kotler, P. a. (2007). Principles of Marketing, 12th ed.,. Englewood Cliffs, New Jersey: Prentice-Hall.
     Kotler, P. a. (2009). Marketing Management, 13th ed., . Englewood Cliffs, NJ: Prentice-Hall.
     Kruglanski, R. B. (1970). Conflict and Power. New York: Academic Press, 69-109.
     Lusch, R. F. (1976). Channel Conflict: Its impact on retailer operating performance. Journal of Retailing, 52, 3-12.
     Megicks, P. (2007). Levels of strategy and performance in UK small retail businesses. Management Decision, 45(3), 484-502.
     Morgan, R. a. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20-38.
     Narver, J., & Slater, S. (1990). The effects of a market orientation on business profitability. Journal of Marketing, 54, 20-35.
     National Retail Federation. (2001). The State of Retailing Online 4.0. Washington, DC: National Retail Federation.
     Neslin, S., Powell, S., & Stone, L. (1995). The effects of retailer and consumer response on optimal manufacturer advertising and trade promotion strategies. Management Science, 41(5), 749-766.
     Neves, M. (1999). A distribution channels planning model in the food industry (free translation to English). University of Sao Paulo.
     Nevin, J. F. (1985). The differential effects of exercised and unexercised power sources in a marketing channel. Journal of Marketing Research, 22(2), 130-142.
     Nevin, S. D. (1974). Power in a channel of distribution: sources and consequences. Journal of Marketing Research, 11, 186-193.
     Pondy, L. (1967). Organizational conflict: concepts and models. Administrative Science Quarterly, 12(2), 296-320.
     Porter, M. (1980). Competitive Strategy. New York: Free Press.
     Porter, M. (1981). The contributions of industrial organization to strategic management. Academy of Management Review, 6, 609-620.
     Porter, M. E. (2008). Competitive Advantage: Creating and Sustaining Superior Performance. New York: Simon and Schuster.
     Rosenberg, L. A. (1971). “Conflict measurement in the distribution channel. Journal of Marketing Research, 37(4), 437-442.
     Rosenbloom, B. (1987). Marketing Channels: A Management View 3rd Edition. New York: The Dryden Press.
     Rosenbloom, B. (2003). Marketing Channels: A Management View 7th ed. New York: Cengage Learning.
     Stern, R. a. (1970). Toward the analysis of conflict in distribution channels: a descriptive model. Journal of Marketing, 34(4), 40-46.
     Tallman, G. B., & Blomstrom, B. (1962). Retail Innovations Challenge Manufacturers. Harvard Business Review, 40, 130-141.
     Thomas, K. (1992). Conflict and negotiation process in organizations. Palo Alto, CA: Handbook of Industrial and Organizational Psychology.
     Watkin, D. (1986). Toward a competitive advantage: a focus strategy for small retailers. Journal of Small Business Management, 24(1), 9-15.
     Wernerfelt, B. (1984). A Resource-Based View of the Firm. Strategic Management Journal, 5(2), 171-180.
     Yavas, U. (1998). The bases of power in international channels. International Marketing Review, 15(2), 140-150.
描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
104363048
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0104363048
資料類型 thesis
dc.contributor.advisor 于卓民zh_TW
dc.contributor.author (Authors) 余有軒zh_TW
dc.contributor.author (Authors) Brianen_US
dc.creator (作者) 余有軒zh_TW
dc.creator (作者) Brianen_US
dc.date (日期) 2016en_US
dc.date.accessioned 2-Sep-2016 01:35:08 (UTC+8)-
dc.date.available 2-Sep-2016 01:35:08 (UTC+8)-
dc.date.issued (上傳時間) 2-Sep-2016 01:35:08 (UTC+8)-
dc.identifier (Other Identifiers) G0104363048en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/101265-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理研究所(MBA學位學程)zh_TW
dc.description (描述) 104363048zh_TW
dc.description.abstract (摘要) 由於每個通路有個有不通資源與策略，因此本研究探討各個通路遇到不同的品牌的成長策略。zh_TW
dc.description.abstract (摘要) Marketing channels are part of an important assets to a branded firm. They directly affect a firm’s overall positioning strategy in a market. Naturally one of the members in the system are the retailers, as retailers are engaged to the consumers directly. In this regard the collaboration of the retailers and branded firms become crucial to the development of both parties. This is especially true in overseas markets when branded firms are in an unfamiliar environment, and must rely on the expertise of local retailers to get closer to the consumers and to better serve the consumers. Branded firms manage their channel members (retailers) in accordance with their strategies while taking their resources into consideration. One of the most common management methods the branded firms impose on the retailers is through series of constraints. Different branded firms and retailers have different objectives in terms of business goals, and conflicts arise when constraints are in place. Therefore, this study is motivated by the following research question: how do local Taiwanese retailers adjust their strategies when dealing with different branded firms each with different strategies and different resources?
     
      Five in-depth case studies including both branded firms and retailers were conducted to assist the answering of the research question. The findings illustrated that the management of channel system is dictated by the bargaining power of a retailer; and that when a retailer has other business outside of its core competence it is less subjected to the power of the branded firm. The theoretical contribution and managerial findings can be referred to the topic of channel power. To summarize, the firm with dominate power will be able to better implement their strategies in the channel system.		en_US
dc.description.abstract (摘要) Chapter One Introduction 1
     Section 1 Background of the study 1
     Section 2 Research Purpose & Questions 2
     Section 3 Research Process and Chapters Introductions 3
     Chapter Two Literature Review 5
     Section 1 Concept of Power 5
     Section 2 Definition of Conflict 10
     Section 3 Causes of Conflicts and Resolutions 11
     Section 4 Retailers’ Strategies 18
     Section 5 Resource Based View 23
     Chapter Three Research Methodology 26
     Section 1 Research Framework 26
     Section 2 Case Study 28
     Section 3 Information Gathering 30
     Chapter Four Case Description and Analysis 34
     Section 1 Company A 34
     Section 2 Company B 45
     Section 3 Company C 50
     Section 4 Retailer A 53
     Section 5 Retailer B 55
     Section 6 Case Analysis 60
     Chapter Five Conclusions & Suggestions 74
     Section 1 Conclusions 74
     Section 2 Suggestions for Local Retailers 75
     Section 3 Suggestions for Future Research 76		-
dc.description.tableofcontents Chapter One Introduction 1
     Section 1 Background of the study 1
     Section 2 Research Purpose & Questions 2
     Section 3 Research Process and Chapters Introductions 3
     Chapter Two Literature Review 5
     Section 1 Concept of Power 5
     Section 2 Definition of Conflict 10
     Section 3 Causes of Conflicts and Resolutions 11
     Section 4 Retailers’ Strategies 18
     Section 5 Resource Based View 23
     Chapter Three Research Methodology 26
     Section 1 Research Framework 26
     Section 2 Case Study 28
     Section 3 Information Gathering 30
     Chapter Four Case Description and Analysis 34
     Section 1 Company A 34
     Section 2 Company B 45
     Section 3 Company C 50
     Section 4 Retailer A 53
     Section 5 Retailer B 55
     Section 6 Case Analysis 60
     Chapter Five Conclusions & Suggestions 74
     Section 1 Conclusions 74
     Section 2 Suggestions for Local Retailers 75
     Section 3 Suggestions for Future Research 76		zh_TW
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0104363048en_US
dc.subject (關鍵詞) 通路管理zh_TW
dc.subject (關鍵詞) channel managementen_US
dc.subject (關鍵詞) channel conflicten_US
dc.title (題名) 品牌運動鞋經銷商成長策略之研究zh_TW
dc.title (題名) Growth Under Constraints: Strategies of Sports Apparel/Shoes Retailers in Taiwanen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) Bibliography
     洪綾襄. (2016). 運動商機再進化 搶賺兆元服務財 掌握四大趨勢. Retrieved from 財訊: http://www.wealth.com.tw/article_in.aspx?nid=7813&pg=1
     Anderson, J. a. (1990). A model of distribution firm and manufacturer firm working partnership. Journal of Marketing, 54(1), 42-58.
     Badenhausen, K. (2015). LeBron James Is NBA`s Top Shoe Salesman With $340 Million For Company A. Retrieved from Forbes: http://www.forbes.com/sites/kurtbadenhausen/2015/03/18/lebron-james-is-nbas-top-shoe-salesman-with-340-million-for-Company A-in-2014/#28d1e0292859
     Barney, J. (1991). Firm Resources and Sustained Competitive Advantage . Journal of Management, 17(1), 99-120.
     Berman, B., & Evans, J. (1989). Retail Management: A Strategic Approach. New York: MacMillan.
     Berman, B., & Thelen, S. (2004). A guide to developing and managing a well-integrated multi-channel retail strategy. International Journal of Retail and Distribution Management, 32(2), 147.
     Bobot, L. (2011). Functional and Dysfunctional Conflicts in Retailer-Supplier Relationships. International Journal of Retail & distribution management, 39(1), 25-50.
     Bucklin, C. B., Thomas-Graham, P. A., & Webster, E. A. (1997). Channel conflict: When is it dangerous? The McKinsey Quarterly(3), 36-43.
     Calabrese, J. (2015). MJ: How His Shoe Sales Measure Up Today . Retrieved from Heavy: http://heavy.com/sports/2015/03/michael-J-Company A-air-shoe-sneaker-sales-forbes-billionaire-lebron-james-kobe-bryant-kevin-durant-Company B-derrick-rose/
     Conant, J. S., & Salano-Mendez, R. (1993). Generic retailing types, distinctive marketing competencies and competitive advantage. Journal of Retailing, 69(3), 254-279.
     Coughlan, A., Anderson, E., Stern, L., & and El-Ansary, A. (2006). Marketing Channels, 7th ed.,. Englewood Ciffs, NJ: Prentice-Hall.
     Covin, J., & Covin, T. (1990). Competitive aggressiveness, environmental context and small firm performance. Entrepreneurship Theory and Practice, 15(2), 35-50.
     Cunningham, M. K. (2013). Reducing Channel Conflict. Journal of Marketing Development and Competitiveness, 7(1).
     Dahl, R. A. (1957). The Concept of Power. Behavior Science, 2(3), 201-215.
     El-Ansary, S. L. (1996). Marketing Channels (5th ed). Englewood Cliffs, CA: Prentice-Hall.
     Emerson, R. M. (1962, Spring). Power-dependencies relations. American Socio-Logical Review, 55, 61-78.
     Etgar, M. (1976). Channel Domination and Countervailing Power in Distribution Channel. Journal of Marketing Research, 14, 254-262.
     Etgar, M. (1979). Sources and types of intra-channel conflict. Journal of Retailing, 55(1), 61-75.
     Frazier, G. a. (1991). The use of influence strategies in interfirm relationships in industrial product channels. Journal of Marketing, 55(1), 52-69.
     Gaski, J. F. (1984). The Theory of power and conflict in channels of distribution. Journal of Marketing, 48(3), 9-29.
     Germano, S. (2015). Company C overtakes Company B in U.S. sportswear. Retrieved from Market Watch: http://www.marketwatch.com/story/under-armour-overtakes-Company B-in-us-sportswear-2015-01-08
     Grant, R. (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation . California Management Review, 33(3), 114-135.
     Hassens, D. (1980). Market Response, competitive behavior, and time series analysis. Journal Marketing Research, 470-485.
     Hummel, J., & Savitt, R. (1988). Integrated Customer Service and Retailer Strategy . International Journal of Retailing, 3(2), 5-21.
     Hunt, K. (1995). The relationship between channel conflict and information processing. Journal of Retailing, 41(4), 416-436.
     Jean L. Johnson, T. S. (1993). The Exercise of Interfirm Power and Its Repercussions in U. S.-Japanese Channel Relationships. Journal of Marketing, 57(2), 1-10.
     John R. P. French, J. &. (1959). The Bases of Social Power. (D. Cartwright, Ed.) Studies in Social Power, 259-269.
     Kotler, P. a. (2007). Principles of Marketing, 12th ed.,. Englewood Cliffs, New Jersey: Prentice-Hall.
     Kotler, P. a. (2009). Marketing Management, 13th ed., . Englewood Cliffs, NJ: Prentice-Hall.
     Kruglanski, R. B. (1970). Conflict and Power. New York: Academic Press, 69-109.
     Lusch, R. F. (1976). Channel Conflict: Its impact on retailer operating performance. Journal of Retailing, 52, 3-12.
     Megicks, P. (2007). Levels of strategy and performance in UK small retail businesses. Management Decision, 45(3), 484-502.
     Morgan, R. a. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20-38.
     Narver, J., & Slater, S. (1990). The effects of a market orientation on business profitability. Journal of Marketing, 54, 20-35.
     National Retail Federation. (2001). The State of Retailing Online 4.0. Washington, DC: National Retail Federation.
     Neslin, S., Powell, S., & Stone, L. (1995). The effects of retailer and consumer response on optimal manufacturer advertising and trade promotion strategies. Management Science, 41(5), 749-766.
     Neves, M. (1999). A distribution channels planning model in the food industry (free translation to English). University of Sao Paulo.
     Nevin, J. F. (1985). The differential effects of exercised and unexercised power sources in a marketing channel. Journal of Marketing Research, 22(2), 130-142.
     Nevin, S. D. (1974). Power in a channel of distribution: sources and consequences. Journal of Marketing Research, 11, 186-193.
     Pondy, L. (1967). Organizational conflict: concepts and models. Administrative Science Quarterly, 12(2), 296-320.
     Porter, M. (1980). Competitive Strategy. New York: Free Press.
     Porter, M. (1981). The contributions of industrial organization to strategic management. Academy of Management Review, 6, 609-620.
     Porter, M. E. (2008). Competitive Advantage: Creating and Sustaining Superior Performance. New York: Simon and Schuster.
     Rosenberg, L. A. (1971). “Conflict measurement in the distribution channel. Journal of Marketing Research, 37(4), 437-442.
     Rosenbloom, B. (1987). Marketing Channels: A Management View 3rd Edition. New York: The Dryden Press.
     Rosenbloom, B. (2003). Marketing Channels: A Management View 7th ed. New York: Cengage Learning.
     Stern, R. a. (1970). Toward the analysis of conflict in distribution channels: a descriptive model. Journal of Marketing, 34(4), 40-46.
     Tallman, G. B., & Blomstrom, B. (1962). Retail Innovations Challenge Manufacturers. Harvard Business Review, 40, 130-141.
     Thomas, K. (1992). Conflict and negotiation process in organizations. Palo Alto, CA: Handbook of Industrial and Organizational Psychology.
     Watkin, D. (1986). Toward a competitive advantage: a focus strategy for small retailers. Journal of Small Business Management, 24(1), 9-15.
     Wernerfelt, B. (1984). A Resource-Based View of the Firm. Strategic Management Journal, 5(2), 171-180.
     Yavas, U. (1998). The bases of power in international channels. International Marketing Review, 15(2), 140-150.		zh_TW