澳洲的五金零售市場像許多歐美先進國家一樣，近年來由傳統的小型五金店家逐漸發展成大型連鎖五金零售店，許多地點不佳，規模不大，不具特色和競爭力的店家紛紛關閉，取而代之的是展示空間寬敞且明亮的大型企業型連鎖店。澳洲的五金零售市場現今是由一個獨大的公司型五金店和若干個次大的銷售集團所掌控的。五金零售通路之間在價格、產品線、促銷、客戶服務與開店地點方面彼此之間激烈地競爭著。因此想要銷售到這些零售通路的品牌批發商的處境更是困難，因為同業之間的競爭激烈，具有獨佔地位的客戶議價能力又強，如何能在這個傳統，技術層次不高的產業中持續的創新和成功，著實需要很強的企業核心能力與策略能力。 P公司憑藉著母公司的最高指導原則80/20和以客戶服務至上為宗旨的經營策略，在公司的配送運籌系統與內部作業流程持續地改善來降低成本，利用產品清楚地標示與使用說明來降低消費者的資訊搜尋成本和道德危機成本，和給客戶差異化的加值活動服務來增加效益和建立專屬成本。最重要地，P公司長久以來維持清楚與一致的品牌定位與市場區隔，因而建立了很高的品牌知名度與價值。 本文利用波特的五力分析先對澳洲五金批發商產業做競爭強度的 探討，後再使用邱志聖教授的策略行銷分析一書中4C的架構來分析P 公司的行銷策略。 從分析中我們得到品牌與差異化為這個產業的最大 優勢的結論。 唯有持續地創新來塑造品牌，致力於產品或服務的差異 化來增進效益，儘早地和客戶建立有形或無形的專屬資產，才能在這個 競爭激烈的產業環境中勝出。 值得為想要進入這個產業的企業借鏡。 最後的附註中有P公司數位資深主管們對這個產業與公司策略的 分析與寶貴意見，非常具有參考價值。 / Like many European and American advanced countries, in recent years the Australian hardware retail market has gradually developed from traditional small stores into large hardware corporately own chain stores. Many badly located, small scale stores do not have the breadth of product range and the competitive prices are shutting down. Replace theses stores, are the large corporately own hardware stores with brighter and spacious presentation. The Australian hardware retail channel is composed of one big dominator and a few secondary large promotion groups. These retail outlets are competing with each other on prices, product range, promotions, services and store locations. Therefore, those branded wholesalers who sell in the retail channels are in a more difficult situation. Due to the intensity of competitive rivalry and the strong bargaining power of customers, it is difficult for the wholesalers to survive in this traditional and low-tech industry. Large wholesale distribution company need to be continuously innovative, adding value to products and services, and requires a very strong core competency and strategic capability to survive. P company follows the guiding principle of parent company – “80/20" and customer service comes first as management strategy. The company is continuously improving on logistic/distribution system to lower cost. Its products offer clear product identification and user’s instruction to lower consumer’s information collection and moral hazard cost. P company also increase benefit and holdup cost with customers by differentiating its product and service to add value. Most of all, P company has long maintained unambiguous and clear brand positioning and product segmentation, so as to create very high brand awareness and value. This thesis uses firstly Porter’s 5 forces analysis to investigate the competitive intensity of Australian hardware retail industry. It then adopts Professor Chiou Jyh-Shen’s strategic marketing analysis theory - 4C framework to analyze P company’s marketing strategies. From the analysis, we conclude that brand and differentiation are the most important strategies in this industry. Every company should focus on innovation to create brand value, be devoted to the differentiation on products and service to create benefits for customers, build up tangible and intangible holdup cost with customers, so as to succeed in such highly competitive industry environment. These strategies are very important for enterprises who wish to enter this industry to learn.

本論文一冊、五萬多字，共五章十三節。主要研究多元體系、個體的百貨批發商之客 戶所認知對批發商的滿意水準及滿意水準形成過程的一個因果模式。用完全隨機抽樣 一百家零售店、並由筆者親自訪問各家老闆。資料分析的技術有相關分析、因徑分析 及逐步迴歸分析等。得到的結果發現，當批發商使用強制性權力來源時，零售店的滿 意水準會降低；但是，如使用非強制性權力來源，則滿意水準會升高。另外，零售商 所認知的批發商權力及衝突，也會降低其滿意水準。