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題名 國際精品採購代理公司成長策略：以桌上用品和家居擺飾產業為例
Growth Strategy of Buying Agent: Tableware & Home Décor作者 陳麗春
Chen, Li Chun貢獻者 郭維裕
陳麗春
Chen, Li Chun關鍵詞 採購代理
商業模型
餐桌上用品
家居擺飾
供應鏈整合
服務創新
人力資源培養與管理策略
接班人
Procurement Agent
Business Model
Tableware Industry
Home Décor Industry
Supply Chain Intergration
Service Innovation
HR Management
Successors日期 2012 上傳時間 22-Jul-2013 11:24:01 (UTC+8) 摘要 在2000年後，由於大陸外貿的崛起，大陸禮品業者也在國際展場中嶄露頭角；許多國外買家為其低廉的價格吸引下單，但是之後衍生出來的品質、交期的問題則層出不窮。 國外買家的無奈在於期間的溝通，也深刻體驗到大陸人的商場文化 – 「什麼都沒問題！」(Everything is NO PROBLEM = OK & YES)。等貨到國外倉庫，開箱一看，所有問題就完整呈現了。 其中的語言溝通、消費市場的需求、文化差異 … 等是主要因素。 問題發生後， 解決方案的合理性也是從事國際貿易者所要具備的能力之ㄧ。 這時有些較積極、採購項目繁多、產品屬中低價位的國外買家就會派人來中國大陸探路，設立採購辦事處 (Buying Office)。初期會在香港成立運作子公司，主要以搜尋產品、採購、驗貨為主要業務；慢慢進入大陸本土，如深圳、廣州、廈門、 上海等沿岸城市； 近期內地的興起，因應產業不同的需求，也紛紛設點遍及北京、天津、太原、重慶、成都等重點城市。 但這些採購辦事處 (Buying Office) 的組織運作中， 高階管理人可能是外國總公司直接派遣，但往下的工作很多需要用到大陸的人力，而衍生出採購拿回扣、驗貨拿紅包的弊端。同時也有一些產品屬中低價位的國外買家，他們並未躁進；但因應貿易環境的改變，為了避免設立採購辦事處的風險，他們也會透過一些第三方驗貨的服務公司 (The 3rd Party Inspection)，替他們把關品質。 當然這類的公司多為大陸人組織運作，衍生出來的弊病也較單純，就是驗貨拿紅包；但犧牲的就是品質了。最後，就是有一些保守派的國際精品買家，我們稱他們為禮品業「金字塔頂端」的少數買家。 他們在價格彈性有空間的條件下，會把搜尋產品、驗廠、採購、驗貨等業務委外給值得信任的公司，並簽下採購代理的合約，做為外國公司在亞洲的備用團隊 (Backup Team)，為其公司的功能性部門加長了戰線。本研究從行銷策略、商業模式、服務創新、供應鏈整合等理論出發，結合國際精品採購代理公司Tableware & Home Décor產業，提出了一個新的國際精品採購代理公司的未來的成長機會。 這個成長的機會中建議公司進行客戶、供應商整合及內部人才的培育，有助於公司降低交易成本、更好的服務客戶，提升原有服務品質並提供新的附加服務，增強採購代理的競爭力及績效，並在公司既有的核心能力下創造更多的成長機會。
After 2000, due to the rise of China`s foreign trade, the gift industry also emerged at the international exhibition; many foreign buyers are attracted by its low prices and placed orders, but then derived from the quality, delivery problems are endless. The frustration is that foreign buyers not only during the communication, but also a profound experience to the mainland`s mall culture - "Everything is no problem." (NO PROBLEM = OK & YES). But when goods is delivered to foreign warehouses, out of the box and saw all the problems presented to the full. The main factor is the language, communication, consumer markets, cultural differences ... and so on. After the problem occurs, the international trader has the ability to be a problem solver, who should provide the reasonable solution subsequently.At the same time there are also some middle-low-priced driven foreign buyers, they did not rush things; but faced the trade environment changes, in order to avoid the risk of buying offices, they will through some the 3rd Party service company for them to check the quality. Of course, many of these the 3rd Party companies operate by Mainland people, the weaknesses they found are simpler, that is, an inspector get a red envelope when they conduct inspections; but is the quality of the sacrifice.Finally, there are some conservative international boutique buyers; we call them the buyers of the gift industry "pyramid". They have room on price elasticity conditions, they will outsourced a trusted company for products sourcing, audits, procurement, inspection and other services, and signed a contract procurement agency, as its foreign companies in Asia, alternate team (Backup Team), for which the company`s functional departments lengthened the front. In this study, starts from marketing strategy, business model, service innovation, supply chain integration theory, combined with international boutique procurement agent Tableware & Home Décor industry, proposed a new international boutique procurement agent`s future growth opportunities. The opportunities for growth companies recommended customers, suppliers and internal integration of the nurturing of talents, helps companies reduce transaction costs, has better customer service, improve the quality of existing services and provide new additional services, enhance the competitive procurement agency power and performance, and in the company under the existing core competencies to create more growth opportunities.參考文獻 參考文獻邱志聖，2010. 策略行銷分析：架構與實務應用。第三，臺北市，智勝文化張佩傑譯，1992市場定位（Ries Al and Trout Jack，1969）楊婕 編，2007，如何搞定你的接班人？(創智文化有限公司)劉順仁，2006，好管理, 就像好電影！！(時報文化出版)Bello, D.C., Williamson, N.C., 1985. Contractual Arrangement and Marketing Practices in the Indirect Export Channel. Journal of International Business Studies 16(2): 65-82.Beeson, J. (1998). “Succession planning: Building the management corps”. Business Horizon, 41(5): 61-66Betz, F. Strategic Technology Management, McGraw Hill, (1993)Blau, P. 1964. Exchange and power in social life. New York: Wiley.Certo (2003) S. C. (2003). Modem management. New Jersey: Prentive Hall.Cespedes, F., 1996. Beyond teamwork: how the wise can synchronize. Marketing Management 5 (1), 25–37.Chen, I.J., Paulraj, A., 2004. Understanding supply chain management: critical research and a theoretical framework. International Journal of Production Research 42 (1), 131–163.Drucker, P. F. Innovation and Entrepreneurship: Practice and Principles. New York: Harper & Row, (1985)..Frohlich, M.T., Westbrook, R., 2001. Arcs of integration: an international study of supply chain strategies. Journal of Operations Management 19 (2), 185–200.Herzberg, F（1966）Work and the Nature of Man, World Publish Co..Garman, A.N., & Glawe J. (2004). “Succession planning”. Consulting Psychology Journal: Practice and Research, 56, 2, p.119–128Hipp, C., Tether, B. & Miles, I “The Incidence and Effects of Innovation in Services: Evidence from Germany”, International Journal of Innovation Management, p.4, pp.417–453 (2000)Kotler, P., Bowen, J., and Makens, J. (1996). Marketing for hospitality and tourism. New Jersey: Prentice-Hall.Lewis, B. J.（2000）. Three Common Mistakes in Succession Planning. Journal of Management in Engineering, 16(1), 21.Marshall G., Mark R., (2007) What Got You Here Won’t Get You There (UP學，譯者:吳玟琪/創智文化有限公司)Operations Management (William J. Stevenson, 2009，何應欽譯，2011)Peter M. Senge (1990) The Fifth Discipline 「第五項修練」：學習型組織的藝術與實務/彼得‧聖吉著，郭進隆、齊若蘭譯，2010/天下文化Quinn, J.B., Baruch, J.J., Paquette, P.C.,1987. Technology in Services. Scientific American, 257(2): 50Rothwell, W. J. (2005). Effective succession planning: Ensuring leadership continuity and building talent from within (3rd Edition), New York: AMACOM.Simchi-Levi D., Kaminsky P., Simchi-Levi E., 2003. Designing & Managing the Supply Chain, concepts, strategies & case studies, second edition, McGraw-Hill IrwinStrategic Human Resources: Frameworks for general managers; James M. Baron & David M Kreps; Published by John Willy & Sons (策略人力資源管理/譯者：張世傑，劉美玲/台灣西書出版社Trout, J., 1969, " Positioning" is a game people play in today`s me-too market place. Industrial Marketing. 54(6): 51-55Williamson OE., 1985. The Economic Institutions of Capitalism. New York: The Free Press. Zhao, X., Huo, B., Flynn, B.B., Selen, W., Yeung, J., 2011. The impact of internal integration and relationship commitment on external integration. Journal of Operations Management 29 (1-2), 17–32. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
100932027
101資料來源 http://thesis.lib.nccu.edu.tw/record/#G0100932027 資料類型 thesis dc.contributor.advisor 郭維裕 zh_TW dc.contributor.author (Authors) 陳麗春 zh_TW dc.contributor.author (Authors) Chen, Li Chun en_US dc.creator (作者) 陳麗春 zh_TW dc.creator (作者) Chen, Li Chun en_US dc.date (日期) 2012 en_US dc.date.accessioned 22-Jul-2013 11:24:01 (UTC+8) - dc.date.available 22-Jul-2013 11:24:01 (UTC+8) - dc.date.issued (上傳時間) 22-Jul-2013 11:24:01 (UTC+8) - dc.identifier (Other Identifiers) G0100932027 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/58948 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 100932027 zh_TW dc.description (描述) 101 zh_TW dc.description.abstract (摘要) 在2000年後，由於大陸外貿的崛起，大陸禮品業者也在國際展場中嶄露頭角；許多國外買家為其低廉的價格吸引下單，但是之後衍生出來的品質、交期的問題則層出不窮。 國外買家的無奈在於期間的溝通，也深刻體驗到大陸人的商場文化 – 「什麼都沒問題！」(Everything is NO PROBLEM = OK & YES)。等貨到國外倉庫，開箱一看，所有問題就完整呈現了。 其中的語言溝通、消費市場的需求、文化差異 … 等是主要因素。 問題發生後， 解決方案的合理性也是從事國際貿易者所要具備的能力之ㄧ。 這時有些較積極、採購項目繁多、產品屬中低價位的國外買家就會派人來中國大陸探路，設立採購辦事處 (Buying Office)。初期會在香港成立運作子公司，主要以搜尋產品、採購、驗貨為主要業務；慢慢進入大陸本土，如深圳、廣州、廈門、 上海等沿岸城市； 近期內地的興起，因應產業不同的需求，也紛紛設點遍及北京、天津、太原、重慶、成都等重點城市。 但這些採購辦事處 (Buying Office) 的組織運作中， 高階管理人可能是外國總公司直接派遣，但往下的工作很多需要用到大陸的人力，而衍生出採購拿回扣、驗貨拿紅包的弊端。同時也有一些產品屬中低價位的國外買家，他們並未躁進；但因應貿易環境的改變，為了避免設立採購辦事處的風險，他們也會透過一些第三方驗貨的服務公司 (The 3rd Party Inspection)，替他們把關品質。 當然這類的公司多為大陸人組織運作，衍生出來的弊病也較單純，就是驗貨拿紅包；但犧牲的就是品質了。最後，就是有一些保守派的國際精品買家，我們稱他們為禮品業「金字塔頂端」的少數買家。 他們在價格彈性有空間的條件下，會把搜尋產品、驗廠、採購、驗貨等業務委外給值得信任的公司，並簽下採購代理的合約，做為外國公司在亞洲的備用團隊 (Backup Team)，為其公司的功能性部門加長了戰線。本研究從行銷策略、商業模式、服務創新、供應鏈整合等理論出發，結合國際精品採購代理公司Tableware & Home Décor產業，提出了一個新的國際精品採購代理公司的未來的成長機會。 這個成長的機會中建議公司進行客戶、供應商整合及內部人才的培育，有助於公司降低交易成本、更好的服務客戶，提升原有服務品質並提供新的附加服務，增強採購代理的競爭力及績效，並在公司既有的核心能力下創造更多的成長機會。 zh_TW dc.description.abstract (摘要) After 2000, due to the rise of China`s foreign trade, the gift industry also emerged at the international exhibition; many foreign buyers are attracted by its low prices and placed orders, but then derived from the quality, delivery problems are endless. The frustration is that foreign buyers not only during the communication, but also a profound experience to the mainland`s mall culture - "Everything is no problem." (NO PROBLEM = OK & YES). But when goods is delivered to foreign warehouses, out of the box and saw all the problems presented to the full. The main factor is the language, communication, consumer markets, cultural differences ... and so on. After the problem occurs, the international trader has the ability to be a problem solver, who should provide the reasonable solution subsequently.At the same time there are also some middle-low-priced driven foreign buyers, they did not rush things; but faced the trade environment changes, in order to avoid the risk of buying offices, they will through some the 3rd Party service company for them to check the quality. Of course, many of these the 3rd Party companies operate by Mainland people, the weaknesses they found are simpler, that is, an inspector get a red envelope when they conduct inspections; but is the quality of the sacrifice.Finally, there are some conservative international boutique buyers; we call them the buyers of the gift industry "pyramid". They have room on price elasticity conditions, they will outsourced a trusted company for products sourcing, audits, procurement, inspection and other services, and signed a contract procurement agency, as its foreign companies in Asia, alternate team (Backup Team), for which the company`s functional departments lengthened the front. In this study, starts from marketing strategy, business model, service innovation, supply chain integration theory, combined with international boutique procurement agent Tableware & Home Décor industry, proposed a new international boutique procurement agent`s future growth opportunities. The opportunities for growth companies recommended customers, suppliers and internal integration of the nurturing of talents, helps companies reduce transaction costs, has better customer service, improve the quality of existing services and provide new additional services, enhance the competitive procurement agency power and performance, and in the company under the existing core competencies to create more growth opportunities. en_US dc.description.tableofcontents 第一章 緒論 第一節 研究動機與目的……………………………………………… 9 第二節 研究範圍與內容……………………………………………… 13 第三節 研究方法與流程……………………………………………… 16第二章 理論基礎與文獻回顧第一節 策略行銷分析4C理論架構 …..………………………….… 17 第二節 供應鏈整合理論…………………………………………….... 19 第三節 服務創新理論……………………………………………….... 23第四節 人力資源培養與管理策略理論 …..………………………… 25第五節 接班人理論 ………………………………………………… 28第三章 採購代理公司新商業模型 第一節 國際精品採購代理發展現況分析 .…………..……………. 31 第二節 國際精品採購代理公司新商業模型 ……………………...... 34 第三節 新商業模型必要性分析………………………………............ 39 第四節 新商業模型可行性分析………………………………............ 45 第四章 新商業模型應用實例 第一節 實例簡介……………………………....................................... 49 第二節 目標市場分析…………………………………....................... 51 第三節 公司經營項目介紹………………........................................... 54 第四節 企業成長策略分析 …………………………..................... 56第五節 人力資源培養與管理和接班人計畫 …………..................... 60第五章 結論與建議 第一節 研究結論……………………………………………………... 63 第二節 研究建議……………………………………………………... 64 參考文獻 ………………………………………………………........... 66表 次表3-3-1 傳統商業模型與新的商業模型所提供服務比較表 …………….. 36圖 次圖1-3-1 研究方法及流程 ………………………………………………….. 16圖3-2-1. 國際精品採購代理新商業模型 ……………………………………. 37圖4-4-1 S公司的4C成長樹圖 …………………………………………….. 56 zh_TW dc.format.extent 957313 bytes - dc.format.mimetype application/pdf - dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0100932027 en_US dc.subject (關鍵詞) 採購代理 zh_TW dc.subject (關鍵詞) 商業模型 zh_TW dc.subject (關鍵詞) 餐桌上用品 zh_TW dc.subject (關鍵詞) 家居擺飾 zh_TW dc.subject (關鍵詞) 供應鏈整合 zh_TW dc.subject (關鍵詞) 服務創新 zh_TW dc.subject (關鍵詞) 人力資源培養與管理策略 zh_TW dc.subject (關鍵詞) 接班人 zh_TW dc.subject (關鍵詞) Procurement Agent en_US dc.subject (關鍵詞) Business Model en_US dc.subject (關鍵詞) Tableware Industry en_US dc.subject (關鍵詞) Home Décor Industry en_US dc.subject (關鍵詞) Supply Chain Intergration en_US dc.subject (關鍵詞) Service Innovation en_US dc.subject (關鍵詞) HR Management en_US dc.subject (關鍵詞) Successors en_US dc.title (題名) 國際精品採購代理公司成長策略：以桌上用品和家居擺飾產業為例 zh_TW dc.title (題名) Growth Strategy of Buying Agent: Tableware & Home Décor en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 參考文獻邱志聖，2010. 策略行銷分析：架構與實務應用。第三，臺北市，智勝文化張佩傑譯，1992市場定位（Ries Al and Trout Jack，1969）楊婕 編，2007，如何搞定你的接班人？(創智文化有限公司)劉順仁，2006，好管理, 就像好電影！！(時報文化出版)Bello, D.C., Williamson, N.C., 1985. Contractual Arrangement and Marketing Practices in the Indirect Export Channel. Journal of International Business Studies 16(2): 65-82.Beeson, J. (1998). “Succession planning: Building the management corps”. Business Horizon, 41(5): 61-66Betz, F. Strategic Technology Management, McGraw Hill, (1993)Blau, P. 1964. Exchange and power in social life. New York: Wiley.Certo (2003) S. C. (2003). Modem management. New Jersey: Prentive Hall.Cespedes, F., 1996. Beyond teamwork: how the wise can synchronize. Marketing Management 5 (1), 25–37.Chen, I.J., Paulraj, A., 2004. Understanding supply chain management: critical research and a theoretical framework. International Journal of Production Research 42 (1), 131–163.Drucker, P. F. Innovation and Entrepreneurship: Practice and Principles. New York: Harper & Row, (1985)..Frohlich, M.T., Westbrook, R., 2001. Arcs of integration: an international study of supply chain strategies. Journal of Operations Management 19 (2), 185–200.Herzberg, F（1966）Work and the Nature of Man, World Publish Co..Garman, A.N., & Glawe J. (2004). “Succession planning”. Consulting Psychology Journal: Practice and Research, 56, 2, p.119–128Hipp, C., Tether, B. & Miles, I “The Incidence and Effects of Innovation in Services: Evidence from Germany”, International Journal of Innovation Management, p.4, pp.417–453 (2000)Kotler, P., Bowen, J., and Makens, J. (1996). Marketing for hospitality and tourism. New Jersey: Prentice-Hall.Lewis, B. J.（2000）. Three Common Mistakes in Succession Planning. Journal of Management in Engineering, 16(1), 21.Marshall G., Mark R., (2007) What Got You Here Won’t Get You There (UP學，譯者:吳玟琪/創智文化有限公司)Operations Management (William J. Stevenson, 2009，何應欽譯，2011)Peter M. Senge (1990) The Fifth Discipline 「第五項修練」：學習型組織的藝術與實務/彼得‧聖吉著，郭進隆、齊若蘭譯，2010/天下文化Quinn, J.B., Baruch, J.J., Paquette, P.C.,1987. Technology in Services. Scientific American, 257(2): 50Rothwell, W. J. (2005). Effective succession planning: Ensuring leadership continuity and building talent from within (3rd Edition), New York: AMACOM.Simchi-Levi D., Kaminsky P., Simchi-Levi E., 2003. Designing & Managing the Supply Chain, concepts, strategies & case studies, second edition, McGraw-Hill IrwinStrategic Human Resources: Frameworks for general managers; James M. Baron & David M Kreps; Published by John Willy & Sons (策略人力資源管理/譯者：張世傑，劉美玲/台灣西書出版社Trout, J., 1969, " Positioning" is a game people play in today`s me-too market place. Industrial Marketing. 54(6): 51-55Williamson OE., 1985. The Economic Institutions of Capitalism. New York: The Free Press. Zhao, X., Huo, B., Flynn, B.B., Selen, W., Yeung, J., 2011. The impact of internal integration and relationship commitment on external integration. Journal of Operations Management 29 (1-2), 17–32. zh_TW
