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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63748


    Title: 經銷商管理應用之探討-以中國機電市場某台商為例
    Authors: 羅樂芹;Lo,Le-Chin
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 供應商;機電市場;經銷商;經銷商管理體系;agent;agent management system;electro-mechanical market.;supplier
    Date: 2007-06-14
    Issue Date: 2014-05-08 15:29:34 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 中國大陸改革開放以來,經過多年的努力經濟已具有一定基礎,並且正在高速發展,憑藉著豐沛的天然資源、低廉的勞動人力、廣大的消費市場、政府各項公共建設的推動下,吸引大量國內外廠商競相在當地投資製造生產,正因為這樣的綜合優勢和發展空間,使其儼然成為「世界工廠」之勢,促進中國機電產業的蓬勃發展。不僅如此,目前中國大陸還制定鼓勵節能、環保等政策,並定下五年內要將生產總值能源消耗降低20%的目標,增加了機電市場快速發展的機會。同時中國大陸也在加入WTO後,必須面對的市場開放,令世界工業500強中的工業自動化公司也都已經進入中國大陸市場,意欲瓜分這全球最大的機電市場,因此在百家爭鳴的時代,競爭愈趨激烈,也給企業帶來挑戰的新高度。所以使得機電產業的企業如何快速的佔有市場成為其成功的關鍵因素。
    然而中國機電市場超過60%是透過經銷商直接或間接販售到終端客戶,因此在掌握經銷商即是掌握市場的前提下,供應商紛紛尋求經銷商的協助,以為自身的產品在市場中增加能見度,爭取到更大的市場佔有率和豐厚的利潤。但在建構和管理經銷商時會遭受到一些困境,因此如何有效的規劃、建置及整合經銷商管理體系對於與各地經銷商相互合作並建立起良好的夥伴關係是極為重要的條件,其可為合作雙方創造出共有的競爭優勢及獲利空間。所以這即是本研究深入探討的議題─有效的經銷商管理體系,包含建立有效的管理經銷商體系的內容,運作方式及其體系間的關聯性。
    本研究藉由個案研究方法,以在中國大陸經營為主的某台商A公司為例進行深入個案探討。首先從中國大陸的宏觀經濟發展狀況,到其機電產業的情勢與未來發展趨勢等環境特性,予以了解分析經銷商在該產業所造成的影響力及優質的經銷商管理體系對市場發展佔著重要性的地位;進而瞭解個案A公司其歷史、使命、願景、經營策略等公司特性,以及對其經銷商規劃、管理經銷商體系的營運與作業管理予以深入分析探討與歸納。
    個案研究發現個案公司的管理經銷商體系包括經銷商的選擇、經銷商營運作業與管理、經銷商資訊管理系統、經銷商績效評估與激勵與其回饋系統。其主要優勢特性有三點,第一是以客戶導向為核心思想;第二是以網絡平台為設計觀念;最後是以動態建置為管理方式。所以A公司除了有明確的經銷商宏觀策略外,還有細緻可行的管理經銷商體系。正如老子所說:『天下大事做于細,天下難事成于易』,優勢的管理經銷商體系成為個案公司的成功發展是的主要因素之一。可提供給欲進入中國大陸市場之廠商,從事經銷商管理之參考依據。
    ;Since the reform and opening up of Mainland China, it has accumulated economic power through years of effort and is now developing rapidly. Taking advantage of its abundant natural resources, low labor cost, vast consumer market, and support from the government-sponsored infrastructure, it has attracted companies from around the world to invest in manufacturing. The comprehensive advantage and development potential have enabled it to be a “world factory” thus promoting the booming of China’s electro-mechanical industry.  Mainland China has also implemented a policy of encouraging energy-saving and environmental protection, aiming to lower by 20% the energy consumption in GDP over five years. This will offer more opportunities to accelerate the electro-mechanical market. China’s markets will be further opened following its entry into the WTO. All companies of the industrial automation in the world’s top 500 have entered their businesses in the market of Mainland China to gain a share of the largest electro-mechanical market in the world. In an age of fierce competition, companies are facing more challenges than ever before. The critical factor for the success of an electro-mechanical company is how to gain more market share in the shortest time.
    However, 60% of the products in China's electro-mechanical market are sold to end users through agents directly or indirectly. Under the condition that he who has more agents has more market shares, suppliers have in succession attempted to gain assistance from agents so as to increase the visibility of their products and gain larger market shares and richer profits. Unfortunately, they have encountered difficulties in organizing and managing their agents. It is thus critical for the companies to effectively plan, set up, and integrate agent management systems in order to promote the cooperation and good partnership with local agents, thus creating shared competitive edges and profits for the two parties. This is a topic discussed in the study in an in-depth way, i.e., the effective management system of agents, including the setup of contents of the system, operation mode, and the relevance between systems.
    The study makes a case study on Company A of a Taiwan businessman with an operation in Mainland China. It tries to introduce and analyze the impact of agents in the industry and the significance of a quality agent management system on the market shares by starting with the development of the Marco economy in the Mainland China, the situation of its electro-mechanical industry, developmental trend, and other environmental links. It then makes an in-depth analysis and conclusion of Company A’s history, mission, vision, operation strategy, and features; as well as its planning of agents, operation of its agent management system, and general operation management.
    The case study indicates that the agent management system of the company consists of: the selection of agents, operation and management of agents, information management system of agents, performance evaluation, and incentive and remuneration system for agents. Its advantages mainly lie in: firstly, the core customer-oriented principle, secondly, a network-based design concept, and thirdly, a dynamic-setup-based management. It can be concluded that Company A has a well-defined macro-strategy on agents and a finely-divided feasible agent management system. Just as Lao Tzu, an ancient philosopher in China, said “Take hard jobs in hand, while they are easy; and great affairs too, while they are small,” an advantageous agent management system has greatly contributed to the success of the company in the case study. It can be used as a reference for companies attempting to enter the markets of Mainland China and their management of agents.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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