| dc.contributor.advisor | 巫立宇<br>林智偉 | zh_TW |
| dc.contributor.advisor | Wu, Lei-Yu<br>Lin, Chih-Wei | en_US |
| dc.contributor.author (作者) | 徐意婷 | zh_TW |
| dc.contributor.author (作者) | Hsu, I-Ting | en_US |
| dc.creator (作者) | 徐意婷 | zh_TW |
| dc.creator (作者) | Hsu, I-Ting | en_US |
| dc.date (日期) | 2024 | en_US |
| dc.date.accessioned | 1-七月-2024 12:24:53 (UTC+8) | - |
| dc.date.available | 1-七月-2024 12:24:53 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-七月-2024 12:24:53 (UTC+8) | - |
| dc.identifier (其他 識別碼) | G0111363036 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/152016 | - |
| 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) | 111363036 | zh_TW |
| dc.description.abstract (摘要) | 作為原廠品牌與消費者之間的溝通橋樑，代理商扮演著至關重要的角色，代理商必須努力創造銷售機會，滿足原廠品牌及消費者之間的需求及期望，同時也必須證明自己在整個產業鏈中的生存價值，以防止原廠直接介入經營，或將其代理權收回。而面對市場上其他代理商之競爭對手，究竟那些要點是關鍵的經營及銷售核心能力呢？
本研究選取台灣一間代理國際知名配電設備品牌之公司-Y公司作為個案研究對象，通過訪談的方式了解Y公司之經營模式及行銷策略，並以邱志聖(2020)策略行銷分析4C架構，探討該代理商之外顯單位效益成本(C1)、資訊搜尋成本(C2)、道德危機成本(C3)及專屬陷入成本(C4)，透過這四個面向的分析，深入了解Y公司的行銷策略，如何能真正切合買者的痛點，使買者願意來使用公司的產品，相比市場上的競爭對手，其優劣勢分別為何？
面對科技的更迭帶和市場上的快速變化，代理商需具備靈活的經營邏輯和行銷策略。Y公司在4C策略方面的做法相較於競爭對手更為全面，透過降低原產品的取得成本，並進行嚴格的費用及成本控管來降低外顯單位效益成本；Y公司代理的S品牌為國際知名品牌，其產品在市場具有高度競爭力，同時， Y公司本身也具有相當的規模及知名度，透過代表性案例和有效解決客戶的客戶關懷，有效降低買方之資訊搜尋成本以及道德危機成本；此外，Y公司所提供的客製化專案搭配特殊規格制定，結合專業知識及服務提升了客戶黏著度，形成了無形以及有形專屬資產，從而提高了買方之專屬陷入成本，與客戶形成了長期的契約關係，並鞏固了其在市場上的地位。
本研究希望研究結果能提供代理商在經營以及行銷方面有著更深入的思考邏輯，將格局放大，觀察產業變動，提前預想到客戶的需求，用心經營與客戶之間的關係，並將這些理念融入到自身的經營策略之中。 | zh_TW |
| dc.description.abstract (摘要) | As the intermediary between original brand manufacturers and consumers, agents play a pivotal role in the business ecosystem. Agents must strive to create sales opportunities and meet the needs and expectations of both the original brand manufacturers and consumers. Simultaneously, they must demonstrate their value throughout the entire industry chain to prevent direct intervention or the revocation of their agency rights by the original manufacturers. When facing competition from other agents in the market, what are the key operational and sales core competencies?
This study selects Company Y, a Taiwanese agency of an internationally renowned distribution equipment brand, as the case study subject. Through interviews, the study aims to understand Company Y's business model and marketing strategies. Through the 4C strategy of analysis, the study gained a deep understanding of Company Y's marketing strategy, focusing on how it can genuinely address the pain points of buyers and make them willing to use the company's products. What are the advantages and disadvantages compared to competitors in the market?
Facing the rapid technological advancements and swift market changes, agents need to possess flexible business logic and marketing strategies. Y Company’s approach to the 4C strategy is more comprehensive compared to its competitors. By reducing the acquisition cost of raw products and strictly controlling expenses and costs, Y Company effectively lowers the cost of utility. The S brand, which Y Company represents, is an internationally renowned brand with highly competitive products in the market. Concurrently, Y Company itself possesses considerable scale and recognition. Through representative cases and effective customer care that addresses clients' issues, Y Company significantly reduces buyers' costs of information search and costs of moral hazard. Furthermore, the customized projects and specific specifications provided by Y Company, combined with professional knowledge and services, enhance customer loyalty. This results in the formation of both tangible and intangible dedicated assets, thereby increasing the buyers’ switching costs. Consequently, Y Company establishes long-term contractual relationships with its clients, solidifying its position in the market.
This study hopes that the research results can provide agents with deeper insights into their operations and marketing strategies. It advocates expanding perspectives, observing industry changes, anticipating customer needs in advance, nurturing relationships with customers, and integrating these concepts into their business strategies. | en_US |
| dc.description.tableofcontents | 摘要 I
Abstract III
目錄 V
表目錄 VI
圖目錄 VII
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 3
第二章 文獻探討 4
第一節 交易成本理論 4
第二節 策略行銷分析4C架構 6
第三章 研究方法 10
第一節 個案研究法 10
第二節 個案選擇及資料蒐集方法 11
第四章 台灣發電、輸電及配電機械製造產業分析 12
第一節 產業現況分析 12
第二節 產品趨勢分析 14
第五章 個案分析 18
第一節 S品牌簡介 18
第二節 Y公司簡介 19
第三節 Y公司之4C架構分析 21
第六章 結論與建議 32
第一節 研究結論 32
第二節 研究限制及後續研究建議 35
參考文獻 36 | zh_TW |
| dc.format.extent | 890271 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0111363036 | en_US |
| dc.subject (關鍵詞) | 代理 | zh_TW |
| dc.subject (關鍵詞) | 配電盤產業 | zh_TW |
| dc.subject (關鍵詞) | 策略行銷 | zh_TW |
| dc.subject (關鍵詞) | 4C | zh_TW |
| dc.subject (關鍵詞) | Agent | en_US |
| dc.subject (關鍵詞) | Power distribution panel industry | en_US |
| dc.subject (關鍵詞) | 4C | en_US |
| dc.subject (關鍵詞) | Strategic marketing | en_US |
| dc.title (題名) | 從4C架構探討配電設備代理商之策略行銷 –以Y公司為例 | zh_TW |
| dc.title (題名) | Strategic marketing analysis of electric distribution equipment agent based on 4C framework - A case study of Y company | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 一、 中文文獻
1.邱志聖(2020)，策略行銷分析：架構與實務應用第四版，智勝出版社。
2.陳志清(2006)，限制理論應用於台灣配電盤產銷工作-以N公司為例，國立交通大學高階主管管理學程碩士論文。
3.潘振榮(2016)，策略行銷4C分析代理商建構成功關鍵因素-以Y公司代理醫療設備為例，國立政治大學商學院經營管理碩士論文。
二、 英文文獻
1.Yin, R. K. (2003). Case Study Research Design and Methods, London: Sage Publication.
三、 網路文獻
1.CTIMES(2017)，低壓配電設備基礎概論。https://tinyurl.com/2f8kzhxz
2.台灣電力公司(2019)台電供電系統簡介。https://www.taipower.com.tw/tc/page.aspx?mid=211 | zh_TW |
