| dc.description.abstract | Taiwan’s market channel has structure change in recent years. The traditional retail channel fall because of the newly retail channel rise. The chain retailer’s channel power become stronger so that supplier’s position getting difficulty. Base on supplier’s different core competence, they would take different action to deal with chain retailer.
The purpose of this thesis is to find out: 1.the core competence of food supplier; 2. the chain channel’s power affecting to the food supplier; 3. food supplier’s fighting strategy; 4. the relationship between the core competence and strategy of food supplier.
This is an exploratory research, will proceeding in two stages. First stage is to collect record via depth interview. The second stage is to develop the questionnaire base on the first stage’s result to get the data.
The research result as shown on below:
The overall advantage core competences of suppliers are: quality reputation, well-known brand, channel distributing capability, marketing share, high product price. The core competence raking is base of supplier’s size. The large size supplier is higher then middle size supplier and the small size supplier is the lowest one. There aren’t significant differences of core competence between different category suppliers.
The chain channel’s power gets serious impact to the supplier which including squeezing the traditional sales channel, serious competition due to limit shelves, slotting allowances and sales incentive rebate or promotion expense require, efficient distribution ability, low cost and high profit requirement. The power of chain channel affecting different size suppliers, middle size supplier is higher than large size supplier and the small size supplier is the lowest one. There aren’t significant differences of channel power affect between different category suppliers.
The overall strategies for supplier to deal with chain retailer are: enhance relationship with chain retailer, improve internal control and cost reduction, enhance other possible channels, enhance R& D ability, develop product category, strengthen negotiation ability. The overall strategies ranking are; defense strategy first then avoidance strategy, cooperation strategy third and competition strategy final.
This research base on the core competence to separate suppliers in three groups, they are relatively disadvantaged group, intermediate group and relatively advantaged group. The defensive strategy is different between these three groups. The trend of intermediate group use defense strategy is higher then the other two groups.
Contrast with the other two, the large size supplier would prefer to take competition strategy instead of avoidance strategy and defense strategy. The middle & small size supplier would take defense strategy. The avoidance strategy used to be taken by middle size supplier.
Supplier’s scale and employee size are interrelated to the core competence groups. Employee number over 200 and large size supplier belongs to intermediate and relative advantaged group, employee number under 50 and small size supplier belongs to intermediate and relative disadvantaged groups, employee number between 50 – 200 and middle size supplier belongs to intermediate groups. | en_US |