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題名 國際代理商如何強化績效—以時尚與精品產業為例
How import agents improve performance in the fashion and luxury goods industry作者 黃子庭
Huang, Brandon貢獻者 譚丹琪
黃子庭
Huang, Brandon關鍵詞 代理商
國際進入策略
績效
時尚與精品業
agent
international entry mode
performance
fashion and luxury goods industry日期 2011 上傳時間 30-Oct-2012 10:55:19 (UTC+8) 摘要 隨著全球化的浪潮、亞洲國家的經濟發展，時尚與精品產業在亞洲市場的發展已經漸趨成熟，紛紛以設立子公司或合資的方式營運，這也導致以代理國外品牌在台灣銷售的代理商的生存空間受到了壓縮，本研究透過探討在台灣代理時尚與精品品牌的代理商與品牌商國際合作關係時，如何增加績效，一方面降低代理權被取消的風險，加強雙方合作的關係，一方面發展代理商的核心價值，追求成功的商業模式。在研究方法上採用個案研究法（Case study），透過次集資料的搜集，包括了產業的介紹和回顧了國際進入策略、交易成本理論和代理理論的相關文獻，佐以個案公司訪談，探討如何提升代理商的績效，分析結果後歸納提出命題。本研究整理了七個命題如下，代理商可以透過以下方法強化績效：1. 代理商行銷能力越強。2. 代理商的財務能力及規模越大。3. 代理商越有優良的代理績效與信用。4. 代理商與品牌商的非正式“關係”經營的越成功。5. 代理商發展代理商專屬的通路品牌越成功。6. 代理商對於品牌VIP顧客關係的經營、維持越成功。7. 代理商代理品牌數越多，越能強化代理商的績效。如此一來，在國際代理關係中不再扮演被動角色，而是能主動尋找機會，有效降低經營的風險且強化代理商的核心價值。
Due to the globalization and the economic development in Asian countries, the market performances of fashion and luxury brands are boosting in recent years. Many brands choose to open their own branches in Asian countries rather than find a local agent. Local agents help oversea manufactures or brands to distribute the products in local markets, but foreign manufactures often viewed agent contracts as a temporary entering strategy. This is becoming a crucial threat for the agents. How agents strength their performance in order to build their own competitive advantage?This study aims to address this issue. I define the fashion and luxury goods industry by introducing the market segmentation and business models within the industry. And then we reviewed the literature based on international entry strategy, transaction cost theory, and agency theory. Based on the literature, we conducted interviews with five Taiwanese agents in fashion and luxury sectors to discover this thesis with seven hypothesizes. By these seven hypothesis agents can improve the performance: 1. The agent should develop the brand building marketing skill.2. The agent should enhance financial ability and expand capital size.3. The agent should build up a better credits and reputation.4. The agent should develop better “Guanxi” in order to strength the performance. 5. The agent should build it’s own distribution channel brand.6. The agent should foster the relationship with VIP customers.7. The agent should represent more brands.參考文獻 中文部分1. 何介舜（2007），台灣精品業子母公司的競合策略，國立台灣大學管理學院碩士在職專班國際企業管理組碩士論文。2. 吳凱琳（2007），『葳莉興業公司公關傳媒經理張維 代理權談判 理字擺前頭』，Cheers雜誌第82期。3. 吳韻儀（2004），『就是要Burberry，六年級的品味新寵』，Cheers雜誌第44期。4. 莊素玉（2004）， 『石靈慧 說清楚品牌的核心價值』，天下雜誌第297期。5. 張翔一（2007），『新富品味 六千億商機』，天下雜誌第368期。6. 游淨茹（2007），國際精品品牌在台灣經營模式比較，東吳大學商學院企業管理學系碩士班。7. 解怡倩（2006），新興時尚精品如何以後進者姿態創造競爭優勢—以Shawnyï為例，國立中山大學企業管理學系碩士論文。8. 酈芃羽（2008），國際代理關係之維繫與延續，國立政治大學企業管理研究所博士論文。英文部分1. Agarwal, S., & Ramaswami, S. N. (1992). Choice of Foreign Market Entry Mode: Impact of Ownership, Location and Internalization Factors. Journal of International Business Studies, 23(1), 1-1. 2. Anderson, E. (2008). The Salesperson as Outside Agent or Employee: A Transaction Cost Analysis. Marketing Science, 27(1), 70-84,141. 3. Anderson, E., & Coughlan, A. T. (1987). International Market Entry and Expansion via Independent or Integrated Channels of Distribution. Journal of Marketing, 51(1), 71-71. 4. Anderson, E., & Gatignon, H. (1986). Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business Studies, 17(3), 1-1. 5. Anderson, E., & Weitz, B. (1992). The Use of Pledges to Build and Sustain Commitment in Distribution Channels. JMR, Journal of Marketing Research, 29(1), 18-18. 6. Aulakh, P. S., Kotabe, M., & Sahay, A. (1996). Trust and performance in cross-border marketing partnerships: A behavioral approach. Journal of International Business Studies, 27(5), 1005-1032. 7. B. Dubois, G. L. a. S. C. (2001). Consumer Rapport to Luxury: Analyzing Complex and Ambivalent Attitudes. Cahier de Recherche du Groupe. 8. Baudry, B., & Chassagnon, V. (2010). The close relation between organization theory and Oliver Williamson`s transaction cost economics: a theory of the firm perspective. Journal of Institutional Economics, 6(4), 477-503. doi: 10.1017/s17441374100001479. Bergen, M., Dutta, S., & Walker, O. C., Jr. (1992). Agency Relationships in Marketing: A Review of the Implications and Applications of Agency and Related Theories. Journal of Marketing, 56(3), 1-1. 10. Breward, C. (2003). Fashion. Oxford University Press. 11. Brouthers, K. D. (2002). Institutional, cultural and transaction cost influences on entry mode choice and performance. Journal of International Business Studies, 33(2), 203-221. 12. Brown, J. R., Dev, C. S., & Zhou, Z. (2003). Broadening the foreign market entry mode decision: separating ownership and control. Journal of International Business Studies, 34(5), 473-473. 13. Carter, R., & Hodgson, G. M. (2006). The impact of empirical tests to transaction cost economics on the debate on the nature of the firm. Strategic Management Journal, 27(5), 461-476. 14. Chen, L. Y., & Mujtaba, B. (2007). The Choice of Entry Mode Strategies and Decisions for International Market Expansion. Journal of American Academy of Business, Cambridge, 10(2), 322-337. 15. Chevalier, M. a. M., G. (2008). Luxury Brand Management: A World of Privilege: Singapore: Wiley and Sons.16. David B. Yoffle, R. K. (2009). Gucci Group in 2009. Harvard Business Review, 8. 17. Devoto, G. (1995). Il Dizionario Della Lingua Italiana Le Monnier.18. Dickson, M. A., & Zhang, L. (2004). Supplier-retailer relationships in China`s distribution channel for foreign brand apparel. Journal of Fashion Marketing and Management, 8(2), 201-220. 19. Economists, T. (2010). A surprising recovery in luxury goods20. World consumer products: Bling is back. 21. Eisenhardt, K. M. (1989). Agency Theory: An Assessment And Review. Academy of Management. The Academy of Management Review, 14(1), 57-57. 22. Erramilli, M. K., & Rao, C. P. (1993). Service firms` international entry-mode choice: A modified. Journal of Marketing, 57(3), 19-19. 23. Fionda, A. M., & Moore, C. M. (2009). The anatomy of the luxury fashion brand. Journal of Brand Management, 16(5-6), 347-363. doi: 10.1057/bm.2008.4524. Heide, J. B., & John, G. (1988). THE ROLE OF DEPENDENCE BALANCING IN SAFEGUARDING TRANSACTIO. Journal of Marketing, 52(1), 20-20. 25. Hennart, J.-F. (2010). Transaction Cost Theory and International Business. Journal of Retailing, 86(3), 257-269. doi: 10.1016/j.jretai.2010.07.00926. Hill, C. W., Hwang, P., & Chan, K. W. (1990). AN ECLECTIC THEORY OF THE CHOICE OF INTERNATIONAL ENTRY MODE. Strategic Management Journal (1986-1998), 11(2), 117-117. 27. Hunt, S. D., & Nevin, J. R. (1974). Power in a channel of distribution: Sources and consequences. JMR, Journal of Marketing Research (pre-1986), 11(000002), 186-186. 28. Jones, G. (2011). Globalization and Beauty: A historical and firm perspective. Institute of European and American Studies. 29. Lu, Y., Karpova, E. E., & Fiore, A. M. (2011). Factors influencing international fashion retailers` entry mode choice. Journal of Fashion Marketing and Management, 15(1), 58-75. doi: 10.1108/1361202111111234030. Maharajh, L., & Heitmeyer, J. (2005). Factors that impact United States retailers` expansion into the international marketplace. Journal of Fashion Marketing and Management, 9(2), 144-155. 31. Mak, K., Wong, S. K.-S., & Tong, C. (2011). How Guanxi Influences Word of Mouth Intentions. International Journal of Business and Management, 6(7), 3-14. 32. Moore, C. M., Birtwistle, G., & Burt, S. (2004). Channel power, conflict and conflict resolution in internal fashion retailing. European Journal of Marketing, 38(7), 749-769. 33. Moore, C. M. a. B., S. (2007). Developing a research agenda for the internationalization of fashion retailing. Fashion Marketing: Contemporary Issues, 2nd ed., Butterworth-Heinemann, Oxford, 48-65. 34. Musso, F., & Francioni, B. (2012). Foreign Markets Entry Mode Decision for Italian Small and Medium-Sized Enterprises. International Journal of Business and Management, 7(2), 3-16. doi: 10.1177/014920639101700108, http://dx.doi.org/10.1177/01492063910170010835. Pak, Y. S. (2000). Determinants of foreign market entry modes of international franchisers: A knowledge-based framework. (Ph.D. 9967097), Rutgers The State University of New Jersey - Newark, United States -- New Jersey. Retrieved from http://search.proquest.com/docview/304649665?accountid=1006736. Picot-Coupey, K. (2006). Determinants of international retail operation mode choice: Towards a conceptual framework based on evidence from French specialised retail chains. The International Review of Retail, Distribution and Consumer Research, 16(2), 215-237. 37. Raven, B. H. a. K., A.W. (1970). Conflict and Power. The Structure of Conflict, Academic Press, 69-109. 38. Rindfleisch, A., & Heide, J. B. (1997). Transaction cost analysis: Past, present, and future applications. Journal of Marketing, 61(4), 30-54. 39. Root, F. R. (1984). Some trends in the world economy and their implications for international business strategy. Journal of International Business Studies (pre-1986), 15(000003), 19-19. 40. Root, F. R. (1987). Foreign Market Entry Strategies. New York: AMACOM. 41. S. Tamer Cavusgil, G. K., and John R. Riesenberger. (2008). International Business: Strategy, Management, and the New Realities: Pearson Education, Inc.42. Sarkar, M., & Tamer Cavusgil, S. (1996). Trends in International Business Thought and Literature: A Review of International Market Entry Mode Research: Integration and Synthesis. The International Executive (1986-1998), 38(6), 825-825. 43. Saviolo, E. C. S. (2009). Managing Fashion and Luxury Companies: ETAS.44. Sharma, V. M., & Erramilli, M. K. (2004). RESOURCE-BASED EXPLANATION OF ENTRY MODE CHOICE. Journal of Marketing Theory and Practice, 12(1), 1-18. 45. Stinchcombe, A. L. (1985). Contracts as Hierarchical Documents. Organization Theory and Project Management 46. Stroh, L. K., Brett, J. M., Baumann, J. P., & Reilly, A. H. (1996). Agency theory and variable pay compensation strategies. Academy of Management Journal, 39(3), 751-751. 47. Tan, D. (2009). Foreign market entry strategies and post-entry growth: Acquisitions vs greenfield investments. Journal of International Business Studies, 40(6), 1046-1063. doi: 10.1057/jibs.2009.148. Tihanyi, L., Griffith, D. A., & Russell, C. J. (2005). The effect of cultural distance on entry mode choice, international diversification, and MNE performance: a meta-analysis. Journal of International Business Studies, 36(3), 270-283. doi: 10.1057/palgrave.jibs.840013649. Wigley, S., & Moore, C. M. (2007). The operationalisation of international fashion retailer success. Journal of Fashion Marketing and Management, 11(2), 281-296. doi: 10.1108/1361202071075143750. Wilkinson, I. (1981). Power, Conflict, and Satisfaction in Distribution Channels - An Empirical Study. International Journal of Physical Distribution & Logistics Management, 11(7), 20-20. 51. Yin, R. K. (2001). Case Study Research: Design and Methods: California: Sage Publications, Inc.網路部分1. LVMH網站：http://www.lvmh.com/2. Morgan Stanley 網站：http://www.morganstanley.com/3. PPR網站：http://www.ppr.com/4. Richemont網站：http://www.richemont.com/5. 台灣藍鐘股份有限公司網站：http://tw.bluebellgroup.com/tc/6. 亨信酒棧：http://www.trustwell-wines.com.tw/contact.asp7. 菲姐義大利生活館：http://www.italian-lifestore.com.tw/8. 惇聚國際股有限公司網站：http://www.tun-grp.com/about_us.html9. 經濟部商業司網站：http://gcis.nat.gov.tw/pub/cmpy/cmpyInfoListAction.do10. 維基百科：http://www.wikipedia.org/11. 聯合報系經濟日報網站：http://edn.gmg.tw/ 描述 碩士
國立政治大學
國際經營與貿易研究所
99351025
100資料來源 http://thesis.lib.nccu.edu.tw/record/#G0099351025 資料類型 thesis dc.contributor.advisor 譚丹琪 zh_TW dc.contributor.author (Authors) 黃子庭 zh_TW dc.contributor.author (Authors) Huang, Brandon en_US dc.creator (作者) 黃子庭 zh_TW dc.creator (作者) Huang, Brandon en_US dc.date (日期) 2011 en_US dc.date.accessioned 30-Oct-2012 10:55:19 (UTC+8) - dc.date.available 30-Oct-2012 10:55:19 (UTC+8) - dc.date.issued (上傳時間) 30-Oct-2012 10:55:19 (UTC+8) - dc.identifier (Other Identifiers) G0099351025 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/54391 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 國際經營與貿易研究所 zh_TW dc.description (描述) 99351025 zh_TW dc.description (描述) 100 zh_TW dc.description.abstract (摘要) 隨著全球化的浪潮、亞洲國家的經濟發展，時尚與精品產業在亞洲市場的發展已經漸趨成熟，紛紛以設立子公司或合資的方式營運，這也導致以代理國外品牌在台灣銷售的代理商的生存空間受到了壓縮，本研究透過探討在台灣代理時尚與精品品牌的代理商與品牌商國際合作關係時，如何增加績效，一方面降低代理權被取消的風險，加強雙方合作的關係，一方面發展代理商的核心價值，追求成功的商業模式。在研究方法上採用個案研究法（Case study），透過次集資料的搜集，包括了產業的介紹和回顧了國際進入策略、交易成本理論和代理理論的相關文獻，佐以個案公司訪談，探討如何提升代理商的績效，分析結果後歸納提出命題。本研究整理了七個命題如下，代理商可以透過以下方法強化績效：1. 代理商行銷能力越強。2. 代理商的財務能力及規模越大。3. 代理商越有優良的代理績效與信用。4. 代理商與品牌商的非正式“關係”經營的越成功。5. 代理商發展代理商專屬的通路品牌越成功。6. 代理商對於品牌VIP顧客關係的經營、維持越成功。7. 代理商代理品牌數越多，越能強化代理商的績效。如此一來，在國際代理關係中不再扮演被動角色，而是能主動尋找機會，有效降低經營的風險且強化代理商的核心價值。 zh_TW dc.description.abstract (摘要) Due to the globalization and the economic development in Asian countries, the market performances of fashion and luxury brands are boosting in recent years. Many brands choose to open their own branches in Asian countries rather than find a local agent. Local agents help oversea manufactures or brands to distribute the products in local markets, but foreign manufactures often viewed agent contracts as a temporary entering strategy. This is becoming a crucial threat for the agents. How agents strength their performance in order to build their own competitive advantage?This study aims to address this issue. I define the fashion and luxury goods industry by introducing the market segmentation and business models within the industry. And then we reviewed the literature based on international entry strategy, transaction cost theory, and agency theory. Based on the literature, we conducted interviews with five Taiwanese agents in fashion and luxury sectors to discover this thesis with seven hypothesizes. By these seven hypothesis agents can improve the performance: 1. The agent should develop the brand building marketing skill.2. The agent should enhance financial ability and expand capital size.3. The agent should build up a better credits and reputation.4. The agent should develop better “Guanxi” in order to strength the performance. 5. The agent should build it’s own distribution channel brand.6. The agent should foster the relationship with VIP customers.7. The agent should represent more brands. en_US dc.description.tableofcontents 第一章 緒論 1第一節 研究背景與動機 1第二節 研究問題 2第二章 時尚與精品產業介紹 3第一節 時尚與精品產業概述 3第二節 時尚業的定義 4第三節 定義精品 8第四節 時尚與精品業的商業模式（Business Model） 13第五節 精品集團的出現 16第六節 時尚與精品品牌在歐、美、亞的發展與演進 20第三章 文獻探討 26第一節 國際進入策略的選擇 26第二節 精品與時尚業相關文獻回顧 35第三節 國際代理關係主理人與代理人的互動 39第四節 小結 46第四章 研究方法 51第一節 研究架構 51第二節 研究方法 52第三節 個案選擇 52第四節 問卷內容 53第五章 個案介紹 55第一節 個案選擇與比較 55第二節 台灣藍鐘股份有限公司 57第三節 惇聚國際股份有限公司 61第四節 伊克國際股份有限公司 65第五節 冠彣股份有限公司 68第六節 亨信股份有限公司 71第六章 個案分析與命題 75第七章 結論 84第一節 研究結論 84第二節 研究限制與未來研究建議 85第三節 管理意涵 86參考文獻 87 zh_TW dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0099351025 en_US dc.subject (關鍵詞) 代理商 zh_TW dc.subject (關鍵詞) 國際進入策略 zh_TW dc.subject (關鍵詞) 績效 zh_TW dc.subject (關鍵詞) 時尚與精品業 zh_TW dc.subject (關鍵詞) agent en_US dc.subject (關鍵詞) international entry mode en_US dc.subject (關鍵詞) performance en_US dc.subject (關鍵詞) fashion and luxury goods industry en_US dc.title (題名) 國際代理商如何強化績效—以時尚與精品產業為例 zh_TW dc.title (題名) How import agents improve performance in the fashion and luxury goods industry en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 中文部分1. 何介舜（2007），台灣精品業子母公司的競合策略，國立台灣大學管理學院碩士在職專班國際企業管理組碩士論文。2. 吳凱琳（2007），『葳莉興業公司公關傳媒經理張維 代理權談判 理字擺前頭』，Cheers雜誌第82期。3. 吳韻儀（2004），『就是要Burberry，六年級的品味新寵』，Cheers雜誌第44期。4. 莊素玉（2004）， 『石靈慧 說清楚品牌的核心價值』，天下雜誌第297期。5. 張翔一（2007），『新富品味 六千億商機』，天下雜誌第368期。6. 游淨茹（2007），國際精品品牌在台灣經營模式比較，東吳大學商學院企業管理學系碩士班。7. 解怡倩（2006），新興時尚精品如何以後進者姿態創造競爭優勢—以Shawnyï為例，國立中山大學企業管理學系碩士論文。8. 酈芃羽（2008），國際代理關係之維繫與延續，國立政治大學企業管理研究所博士論文。英文部分1. Agarwal, S., & Ramaswami, S. N. (1992). Choice of Foreign Market Entry Mode: Impact of Ownership, Location and Internalization Factors. Journal of International Business Studies, 23(1), 1-1. 2. Anderson, E. (2008). The Salesperson as Outside Agent or Employee: A Transaction Cost Analysis. Marketing Science, 27(1), 70-84,141. 3. Anderson, E., & Coughlan, A. T. (1987). International Market Entry and Expansion via Independent or Integrated Channels of Distribution. Journal of Marketing, 51(1), 71-71. 4. Anderson, E., & Gatignon, H. (1986). Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business Studies, 17(3), 1-1. 5. Anderson, E., & Weitz, B. (1992). The Use of Pledges to Build and Sustain Commitment in Distribution Channels. JMR, Journal of Marketing Research, 29(1), 18-18. 6. Aulakh, P. S., Kotabe, M., & Sahay, A. (1996). Trust and performance in cross-border marketing partnerships: A behavioral approach. Journal of International Business Studies, 27(5), 1005-1032. 7. B. Dubois, G. L. a. S. C. (2001). Consumer Rapport to Luxury: Analyzing Complex and Ambivalent Attitudes. Cahier de Recherche du Groupe. 8. Baudry, B., & Chassagnon, V. (2010). The close relation between organization theory and Oliver Williamson`s transaction cost economics: a theory of the firm perspective. Journal of Institutional Economics, 6(4), 477-503. doi: 10.1017/s17441374100001479. Bergen, M., Dutta, S., & Walker, O. C., Jr. (1992). Agency Relationships in Marketing: A Review of the Implications and Applications of Agency and Related Theories. Journal of Marketing, 56(3), 1-1. 10. Breward, C. (2003). Fashion. Oxford University Press. 11. Brouthers, K. D. (2002). Institutional, cultural and transaction cost influences on entry mode choice and performance. Journal of International Business Studies, 33(2), 203-221. 12. Brown, J. R., Dev, C. S., & Zhou, Z. (2003). 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