經銷商管理的再造－台灣知名飲料業的個案研究; Dealer Management Reengineering – A Case Study of A Leading Beverage Manafacturer in Taiwan

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题名:	經銷商管理的再造－台灣知名飲料業的個案研究;Dealer Management Reengineering – A Case Study of A Leading Beverage Manafacturer in Taiwan
作者:	葉陽興;Yang-hsing Yeh
贡献者:	資訊管理學系碩士在職專班
关键词:	經銷商管理;績效評核;Performance appraisal;Dealer management
日期:	2011-07-14
上传时间:	2012-01-05 15:12:00 (UTC+8)
摘要:	傳統製造業在整個全球化的貿易環境中，一方面需要降低生產成本，提高整體利潤，另一方面，更需要進行全球化佈局以因應持續升高的競爭壓力。經銷商在整個銷售通路是很重要的資源，是影響製造商行銷績效及企業獲利與否的一個重要因素。但是除了業務單位會直接接觸經銷商外，經銷商管理制度容易被忽略且排除在年度目標之外，後端的支援便會因此而中斷。所以經銷商管理制度需要被重視並改造，才能使經銷商成為企業的延伸。本研究以一家台灣知名飲料業者為案例，目的在深入探討個案公司的經銷商管理的再造。研究者透過訪談及問卷調查現有的經銷商，了解個案公司經銷商對於系統功能的需求，透過系統功能的擴充和升級吸引經銷商使用系統，藉以取得經銷商的銷售資訊並加以分析，以擬定銷售及生產策略。另一方面將平衡計分卡整合到經銷商管理制度中，藉此建立起健全、公正且制度化的經銷商管理制度，並輔以經銷商管理系統來做經銷商的績效評核。經銷商管理再造的目標是強化兩邊的依賴關係及加強經銷商的依從，貫徹個案公司的銷售策略，以建立雙贏的夥伴關係。 Traditional manufacturing sector in the global trading environments needs to reduce production costs to improve overall profits and to enhance overall competitiveness through global deployment. Affecting the the marketing performance and business profits, the dealers are important resources in sales channels for manufacturers. However, other than the salesforces have direct contacts with distributors, the dealer system is often ignored and excluded from the company’s annual targets, and as a result the back-end support is also interrupted. The dealer management system has to be refocused and reengineered so that distributors can be manufacturers’ business extensions. A leading beverage manafacturer in Taiwan is taken as the case company of which the dealer management reengineering is investigated in this research. The researcher interviewed and surveyed the existing dealers of the case company to understand their information and function needs for dealer management system (DMS). DMS will be augmented and upgraded to attract dealers to use the system, so that dealers’ sales information can be obtained and analyzed to develop marketing and production strategies. Moreover, balanced scorecards (BSC) are incorporated into the dealer management to establish a sound, fair and institutionalized dealer management practices, supported by DMS so that dealer's performance appraisal can be improved. The goal of dealer management reengineering is to strengthen the interdependence between the case company and its distributors, and to enhance dealer compliance, so the case company’s sales strategy can be implemented and to achieve a win-win partnership.
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