在產業鏈中，材料經銷代理商有著不可取代的地位。工業品材料製造商除了直接與大型客戶往來外，必須透過經銷代理商與中小型客戶接觸並銷售，以涵蓋最大的市場面。然而，只提供金流、物流及資訊流價值的經銷代理商會突然發現，在全球化浪潮中，其生存的空間因為客戶的大型集中化而縮小。其因資訊壟斷所產生的中介價值，因為網路資訊的普及化而不再如從前的重要。因此，工業品材料經銷代理商之發展與獲利的空間逐漸的受到了壓縮。 本研究藉由A公司個案，討論了台灣工業用水處理產業的現況，經由SWOT及五力分析後，敍述了材料經銷代理商所遇到的困境，並提出了所可能採行的策略方案。經由確認重要的評估因子，並分析各方案的可能財務績效，使用理想解類似度偏好順序評估法對這些策略方案進行分析，並確認各方案優先順序。最後，再以五力分析再次檢視採行最佳方案後，A公司是否改善了對供應商及顧客的議價能力。

近年來台灣車市面臨市場萎縮、品牌整合以及經銷獲利下滑等多重不利的影響。車廠或總代理為了維護品牌形象、降低通路內部競爭、提高客戶滿意以及達成銷售目標，紛紛採取不同的應對措施。本研究之目的即是借助某一公司之真實個案，予以剖析商業決策之模式如何應用在通路整合之策略及策略通路通路理論相互呼應。此個案為一家極具品牌價值之國際車廠在成功購併另一家國際車廠後，在國內市場進行通路整合之實務案例。個案背景為被購併方在台灣市場面臨經銷通路間的惡性競爭與銷售成績每況愈下等窘境下，購併方欲藉由其品牌優勢提昇被購併方在國內市場的品牌形象與銷售成績。於此，購併方必須一一解決被購併方在經銷通路上的問題，如經銷通路間的惡性競爭、急遽萎縮的新車銷售目標，以及過去銷售所累積的龐大流通車口數服務問題等。於此個案中，本研究採用過去十年（1992年~2001年）被購併方的銷售數據、車口數以及車口之地區分佈資料進行量化與質化之分析，再對未來十年（2001年~2010年）進行銷售預測以及損益平衡分析等。再以分析之結果針對全台各地區經銷通路與顧客服務之需求進行經銷通路與資源之重點配置，包括進行經銷通路之削減、經銷通路地點之重配置、經銷通路功能之重新調整以及購併方資源之介入等，牽涉層面極為廣泛且同時兼顧多方之策略考量，可做為國內通路策略規劃研究之參考。

隨著國際化發展，許多台灣企業逐漸將其營運版圖擴張至海外市場，四維企業是台灣知名膠帶業者，台灣市場發展成熟後，也逐漸將事業版圖拓展至全球。 本研究分享膠帶產業四維公司進入新興市場與成熟市場，建立銷售通路之個案，並以邱志聖(2010)策略行銷分析架構分析其實際做法，討論四維如何管理與客戶、經銷商之合作關係，以提供業務人員在面對新興市場、成熟市場時之業務發展與通路管理之思考架構。 進軍不同市場時，四維之資源分配也有所不同，必須考量市場發展潛力、競爭對手、所需花費成本等因素。因此，四維拓展新興市場(大陸市場)時，採取兩種銷售方式：直營與經銷，一方面在當地設立辦事處，一方面逐漸培養當地經銷體系，透過雙管齊下之銷售方式，可降低下游買者的外顯效益成本、資訊搜尋成本、道德危機成本，也能避免自己被客戶及經銷商專屬陷入。 成熟市場(歐洲市場)則是已有各大知名膠帶大廠佔據且深耕市場多年，若要採取直營，必須考慮知名大廠之回應動作以及如何於當地市場自行建立通路，因此在種種考量下，四維於成熟市場發展，大多透過給經銷商進行銷售，如此一來能更有效率降低下游買者的外顯效益成本、資訊搜尋成本、道德危機成本，但必須小心避免被經銷商專屬陷入。 / Globalization has led Taiwanese manufacturers to expand their brand globally. Four Pillars is the famous company in this field, and it also expanded its brand when the market in Taiwan grew maturely. This research discusses how Four Pillars sells tapes in emerging market and mature market using 4C strategic marketing theory, and with the purpose to provide oversea salesperson an insight and overview of how to establish and sell when first enter a foreign market. Four Pillars would have different allocation of resource when entering different markets, and it would think about market potential, competitors and costs. When Four Pillars first entered China, it chose two ways to sell products. One is having its own branch company, and the other is selling products through retailers. By these two methods, Four Pillars would decrease buyers’ explicit benefit cost, information search cost, the cost of moral crisis, but also avoid being involved in the relationship tightly with customers and retailers. As for Europe market, there are various well-known tape manufacturers occupied the market for many years. If Four Pillars would like to have its own branch, it must consider it competitors’ response and have to think how to build its own channel. Under conditions, Four Pillars chose to sell products through local retailers, by this way, it can decrease buyers’ explicit benefit cost, information search cost, the cost of moral crisis. However, one more thing for Four Pillars to care about is avoid being involved in the relationship tightly with retailers.

從60年代開始，戶外招牌相關的產業跟著經濟的發展而蓬勃了起來。但隨著環境與科技的進步，噴畫材料本身的耐候度大幅改進，新式的彩繪招牌技術幾乎取代了傳統的戶外招牌。傳統招牌材料經銷商正面臨經營的困境。而市場對於新式經銷商有利，但因其面對新舊兩個截然不同的產業市場，仍有許多不足之處待克服。目前學術界有許多關於產業的研究，但卻沒有以戶外廣告招牌業為對象的相關研究，但是在實務上，戶外廣告招牌業者存有許多策略及經營管理議題，因此本研究以策略的角度進行此產業的研究，深度分析同時存在於現今的市場新舊材料經銷商其面臨的外部環境特性、內部的規模及結構因素，以及公司的資源構型如何影響所採取的競爭及合作策略。本研究深度訪談七家戶外招牌經銷商，包含三家傳統招牌材料經銷商與三家新式噴畫材料經銷商，以及另一家由傳統轉型至新式的傳統經銷商為對照組。依據本研究所提出的七個研究問題，經深度訪談結果分析而得相關的研究結論如下： 1. 從資源構型分析傳統與新式材料商的差異，顯示雙方並未有太大的差異，而傳統經銷商略具優勢的資源有組織資本、關係資本與財務資本，新式經銷商在人力資本與實體資產上略優於傳統廠商。 2. 傳統招牌經銷商與新式噴繪經銷商其所面臨的外在環境不同，雖然傳統經銷商所面臨的外在環境比新式經銷商更加艱辛，但他們普遍都不覺得。 3. 以內部的組織規模而言，雖然在員工數量上兩者並無太大的差異，但傳統經銷商的員工平均年資則高於新式經銷商。 4. 在策略方面，傳統經銷商比較傾向採用「以大量進貨取得較便宜的單價」競爭策略，及「願意與其他廠商換貨與調貨」之合作策略。新式經銷商最常使用「與客戶的採購人員保持良好互動」之 競爭策略，及「願意與其他廠商換貨與調貨」之合作策略。 5. 傳統經銷商由於其年度營業額較高比較傾向採用「大量進貨取得較便宜的單價」的競爭策略。新式經銷商由於其人力資本以業務人員的數量較多，所以最常採用「與客戶的採購人員保持良好互動」之競爭策略。傳統招牌材料經銷商由於關係資本較佳，所以最常採用「願意與其他廠商換貨與調貨」之合作策略。新式彩繪材料經銷商由於在人力資本及實體資本上較具優勢，最常採用「願意與其他廠商換貨與調貨」之合作策略。 6. 傳統招牌材料經銷商因外部環境競爭較強，因此最常採用「運用3M業務人員，要求招牌商配合採購」、「與客戶的採購人員保持良好互動」之競爭策略，以及擇「願意與其他廠商換貨與調貨」的合作策略。新式彩繪材料經銷商由於外部環境競爭較弱，為了與客戶建立長期關係，故採用「與客戶的採購人員保持良好互動」為主要的競爭策略，以及「願意與其他廠商訊息交換與分享」為最常使用的合作策略。 7. 傳統經銷商的組織規模較大、庫存量足，故採用「完整的庫存因應客戶的需求」為競爭策略。而傳統經銷商的員工較資深，故願意採用「願意與其他廠商統一專案價格」為主要的合作策略。新式經銷商因規模較小且因企業結構中人員的資歷較資淺但學歷較高，故較常使用「願意與其他廠商訊息交換與分享」為主要的合作策略。 / The Taiwan outdoor signage market had growing up with Taiwan’s business market at 40 years ago. In this 20 years the most popular material is traditional maerial that include banner substrate with color film cover with protect film. Now because of the printing technology and printing material had improved its durability so much, so they can print color on the banner directly by printing machine. New fashion graghic sign almost replace traditional outdoor sign to become ths most popular material in the market. Traditional signage material distributor is losing their market lots. Although market trend is good for new fishion graphic signage material distributors, but the new style material distributors face that old and new different market. It still has much difficulty to solve. Now there are have no paper atudy about Taiwan’s outdoor signage market before, but outdoor signage business still have lots management and strategic issue need to study. So this paper will study Taiwan’s outdoor signage market and divide it into traditional signage material distributor and new fashion graphic signage material distributors. This paper will study in to three area about that the outside market environment、 the company inside scale and resource configuration. In order to study this paper the student had interview 7 corporations 3 is tradition distributor and 3 is new fashion distributor and one distributor is from tradition changing to new style distributor. Finally we got 7 results after the study.

Radio Frequency Identification (RFID) has recently (2005) become a sizzling topic for discussion (Lewis 2004). It is not only the subject of conversations among engineers but also the center of focus for venture capital investors and start-ups. However, behind these glamorous scenes, there are many failures in product launches, unsuccessful business operations, and worth thinking business opportunities. Is it our expectation for this revolutionary technology too high or the business strategy is fundamentally wrong? As with other emerging new technologies, adequate distribution channels are required to bring commercialized RFID products to people’s daily lives. However, as with different commercial products, dissimilar product nature and characteristics require different distribution channel strategy. / Radio Frequency Identification (RFID) has recently (2005) become a sizzling topic for discussion (Lewis 2004). It is not only the subject of conversations among engineers but also the center of focus for venture capital investors and start-ups. However, behind these glamorous scenes, there are many failures in product launches, unsuccessful business operations, and worth thinking business opportunities. Is it our expectation for this revolutionary technology too high or the business strategy is fundamentally wrong? As with other emerging new technologies, adequate distribution channels are required to bring commercialized RFID products to people’s daily lives. However, as with different commercial products, dissimilar product nature and characteristics require different distribution channel strategy.

近30年來資訊科技及網路通信技術經歷了幾次變革，每一次的改變也都源於需求及新技術的產生。從零件製造廠商、整機製造廠商、到通路銷售廠商都面臨此產業快速的變動，若企業無法在技術持續創新、流程持續改善、或產品線完整而保持領先的話，是無法讓公司持續經營的。 　　本研究係以資訊硬體產品代理配銷商(Distributor)為個案研究，探討組織能耐的形成與累積。並藉由資訊硬體代理業的實例公司探討，從對照公司及個案公司的經營過程，來探討建構組織能耐三構面的內容--(1)營運範疇，(2)核心資源，(3)關係網路，以及三者互動的相關問題，使實務與理論做比對印證，並提出建議方案。 　　本研究對於資訊硬體產品代理配銷商(Distributor)組織能耐的累積與形成，希望能提供以下三點有意義的參考： 　　一、從營運策略三構面分析具策略價值的核心資源 　　二、競爭策略分析 　　三、組織能耐的培養 　　資訊技術服務(IT Services )的產業對於企業客戶應用電腦化的層次，可分成很多的領域類別，只要專注在某依類別經營，則該資訊技術服務的公司(IT Vendor)就可能在市場生存。 　　期望藉由研究結果，對於處於類似競爭模式的企業能有意義性的分析啟發，不僅進行內部組織能耐的培養，並在外部找到可以主動出擊的位置與時機，為企業獲得更多生存獲利的機會。 / During the past 30 years, the information, networks and communication technology have been through many revolutions and improvements. Increasing demand and new technologies drove every change. No matter the component vendors, whole set assemblers or channel reseller who they all face the rapid changes in this industry. If IT companies cannot keep innovating in technology, improving in process, or completing in products line of selling, the companies won't be survived in continuous. 　　This research is focused on computer hardware distributors for a real case study, and explores the forming and accumulating of organization competence. Furthermore, the research takes two examples of computer distributors for comparing their business process, and explains the three dimension of business strategy for constructing organization competence. 　　Which are: (1) Business scope, (2) Core resources, (3) relationship network and associated issues. Refer to these related questions stretched by their interactions; I hope to bring up some suggestions for improvements. 　　The purpose of this research is to address three significant results for the organization competence forming and accumulating of computer distributors: 　　1. To analyze the core resources of strategy value based on three dimensions of business strategy. 　　2. To analyze the competitive strategies 　　3. To cultivate the organization competence. 　　There are many types and categories of IT services in computerize applications of enterprise customers. If IT vendors only focus on specified categories of applications, then they would be profitable in the market. 　　I expect by the result of research, which might have significant edification for those who are under such competitive pattern. They are not only to proceed with the improvements of internal organization competence, but also lie in an active attack position and timing for the outside to get more profitable chance.

第一章：分六節，說明研究之動機、目的、方法、變數與理論架構等。 第二章：分三節，說明經銷商依賴供應廠商之程度與實際受廠商控制程度之間的關係 。 第三章：分三節，說明經銷商的影響力來源及其與受控制程度之關係。 第四章：分三節，說明環境因素與經銷商實際受控制程度之關係。 第五章：分三節，說明供應廠商之權威並探討經銷商所知覺的權威程度與受控制程度 之關係。 第六章：分二節，除作本文之結論外，並計對供應廠商管理通路及經銷商之經營提出 管理上的建議。

本研究的主題是專業西藥經銷商在制定策略規劃時，所面對的問題及程序，并由此導 出一策略計劃來做為研究的結果。本研究是採用個案研究法、利用對個案公司之深入 實際的觀察，來收集資料，進而確認西藥經銷商在制定策略規劃時，所需的基本觀念 和關鍵性變數。本研究的主要目的是要說明中小型經銷業之策略規劃和一般大型、多 國籍公司之策略規劃的不同，最後并提出一些有意義的假設來說明上述差異。另一方 面，本研究也提出一完整的行動方案，以供本研究之個案公司能實際執行其策略規劃 。

2001年，消聲已久的蘋果公司推出iPod，改寫了音樂產業的風貌，造成全球搶購的熱潮，自此之後，蘋果公司陸續推出許多產品，在全世界屢獲好評，在台灣亦如是。然而，台灣目前沒有Apple Store，因此欲於實體店面購買蘋果產品的消費者，會至蘋果在台的各大經銷商購買，而目前在台灣有四大優質經銷商，分別是Youth、德誼、Studio A和i Store，此四家的業績近乎佔盡台灣蘋果銷售市場。因此，本研究以蘋果公司最重要的兩項元素「服務創新」及「體驗行銷」作為本研究內涵，以此檢視台灣蘋果四大優質經銷商在「顧客滿意度」與「顧客忠誠度」上是否獲得消費者的認同。 　　本研究以調查法為主，於2011年4月9日至2011年5月7日間透過網路平台發放問卷，總計填答者471位，剔除無效問卷31份，有效問卷共440份，有效回收率為93.4 %，並以深度訪談為輔，訪問台灣蘋果四大優質經銷商於台北旗艦店之店經理與副店經理。 　　透過量化與質化的研究結果可得以下四大結論，第一，服務場景與流程創新是讓消費者辨別經銷商之關鍵；其二，消費者感受到的五感體驗將烙印於消費者心中；其三，顧客滿意度由服務創新與體驗行銷共同決定；最後，顧客忠誠度的表現是為企業獲利指標。另外，透過本研究長期觀察與實證結果，提出下列幾點建議予台灣蘋果公司參考：爭取優先上市權、舉辦活動並增加露出、播送電視廣告、提高服務品質、遵守蘋果總公司服務條款、建立專門蒐集消費者意見之管道。 / In 2001, the Apple Inc. which had been quiet for a long time announced their product – iPod, and soon rewrote the style of global music industry. The representing product – iPod also raised up shopping rush all over the world. Henceforward, Apple Inc. brought lots of products and became popular around the world, so did Taiwan. Even though, Apple Inc. didn’t institute any Apple Stores in Taiwan, the only way to buy Apple’s products personally is to visit dealers which acquire authorization. In addition, there are four APRs (Apple Premium Reseller) in Taiwan, include Youth, Dataexpress, Studio A, and istore, they also hold overwhelming majority of Apple products selling in Taiwan. As a result, this research is based on service innovation and experiential marketing that two factors the Apple Inc. emphasize most, and examine whether those four APRs had obtain identification from consumers in customer satisfaction degree and customer loyalty or not. 　This research used survey procedure to gather feedbacks from consumers during 9th April to 7th May in 2011 by uploading internet survey platform. There were 471 answer sheets on the platform above, 31 of them were invalid and 440 were valid, achieve the scale at 93.4%. We also used depth interview and had interviews with shop managers and vice-shop managers of those four APRs. 　Combining the two dimensions, this research had four main conclusions. First, Services cape and Procedures innovations are key points for consumers to recognize resellers. Second, five source of sense experience that consumers truly experience will make deep impressions in their mind. Third, customer satisfaction degree depends on service innovation and experiential marketing. The last but not least, the certain appearance of customer loyalty is as the index of company’s profit. According to long term observation and the conclusions of empirical research, we recommend few suggestions for the branch in Taiwan of Apple Inc. as follow. First, try to fight for the position of debut product, try to hold more selling activities and increase exposure, try to broadcast more TV commercials, try to raise service quality, try to obey service principles and guidelines established by Apple Inc., and try to set up a special channel to collect opinions from consumers.

隨著知識經濟時代的來臨，許多企業、機構開始投入龐大的資源在智慧財產的發展，並規劃所謂智慧財產策略，標榜智慧財產是其最大價值及獲利所在，然而，這些為取得智慧財產所付出的鉅額代價，是否真的為企業和機構創造出高價值的智慧財產並帶來豐厚的利潤？以台灣為例，2005年台灣的專利申請數量，在美國排名外國申請人第四名，在日本排名第三，在歐洲也僅次於日本和韓國排名亞洲第三；而專利獲准件數方面，在美國排名第三，在日本也高居第二。但是，台灣每年花費超過新台幣100億元在專利申請上的結果，卻係每年仍需支付高達新台幣1500億元之多的權利金，以及每年新台幣500至600億元之律師費以應付美國專利侵權訴訟，而造成此結果的原因就在於整個智慧財產從研發、保護、經營、管理到行銷，都欠缺規劃、理論、方法和商業模式，而全球現今亦尚未有針對智慧財產發展出來之行銷學或行銷理論。 　　以有形產品和服務為基礎形成之行銷學理論發展迄今已有五十餘年的歷史，不但帶動了相關產業的發達，滿足了市場的需求，也為企業創造了獲利，而各種行銷學理論更是不斷形成和發展，包括運用市場區隔（segmentation）、選定目標市場（targeting）及定位（positioning）的STP程序，以及有形產品的4P、4C、6P、3V，和服務行銷的7P、8P等等，該等行銷理論雖然成熟，惟因智慧財產性質特殊，使得有形產品和服務之行銷理論無法直接套用於智慧財產行銷上，因此，實有必要針對各種智慧財產態樣，分別建構智慧財產之行銷理論及商業模式。 　　基此，本文試圖建立一套完整的專利行銷理論和商業模式，建構流程和步驟如下：(一)發展專利行銷之環境條件；(二)專利行銷應考量之因素；(三)專利行銷流程之組合要素；(四)專利行銷執行規劃；(五)專利行銷商業模式。本文並融合前述專利行銷理論，架構出發展專利行銷所需之平台系統，以及專利行銷執行中所需之配套措施，包括代理及經銷機制、會計財務制度和稅務規劃。此外，本文亦就全球包括台灣在內的一些較著名之智慧財產交易平台深入分析、檢視，並探討渠等可能面臨之問題和困境。本文在架構智慧財產行銷理論時，著重於涵蓋並融合整個組織內部和外部的研發創新、經營管理和市場行銷之作業流程，祈有助企業建立以市場為導向之商業發展策略和創新研發計劃，有助政府的產業政策得以使整個國家產業鏈規劃更完整、資源配置更具效益，有助研發機構之研發計畫更貼近產業和市場需求。 / With the emerging of knowledge-economy era, lots of enterprises and institutions begin to invest huge amount of resources in the development of Intellectual Property (“IP”), and to develop so called “Intellectual Property Strategy.” Some of them will try to boost its reputation by highlighting that intellectual property is their most valuable assets and the source of profits. However, it is questionable whether those IP related significant investments really create high value IPs and bring in high margin profits for these enterprises and institutions. Take Taiwan as an example, Taiwan has been ranked as the top fourth foreign applicant in the US in comparison of the total quantity of patent applications in year 2005. The same ranking for Taiwanese patent application in Japan is top 3 and Taiwan is also ranked as top 3 among Asia countries in Europe (only fewer than Japan and Korea.) As for the total amount of patents granted, Taiwan is top 3 in the US and top 2 in Japan. Nevertheless, even though Taiwan has made an annual investment for more than NT$10 billion in patent applications, it is estimated that annually Taiwan still needs to pay more than NT$150 billion for patent royalty fees, as well as 50 to 60 billion of legal fees in responding to US patents infringement litigations. The reason is the lack of strategic planning, theory, methodology and business model in the overall IP areas, including from Research & Development to IP protections, business operation, management and marketing. In addition, currently there is no marketing research or marketing theory specifically developed for IP in the world. 　　There are more than 50 years of history and development in the marketing study or theory that based on tangible goods and services, such study not only promoted the vibrant development of related industries, fulfilled the market needs, but also generated profits for enterprises. In the meantime, all kinds of marketing theories continue to emerge and develop, including the STP procedure for leveraging market segmentation, market targeting and market positioning, and the 4P, 4C, 6P, 3V theories focused on tangible products, and the 7P, 8P theories applied to service marketing. Although these theories are quite mature, due to the special nature of IP, these theories focused on tangible goods and services still cannot directly apply to the IP marketing. Therefore, it is really necessary to separately build up unique marketing theories and business models specially focused on different kinds of IP. 　　Based on the above, this thesis is trying to establish a set of complete patent marketing theory and business model. The flow and process are: (1) the environment conditions for developing patent marketing; (2) the factors that need to be considered when conducting patent marketing; (3) the necessary components in the process of patent marketing; (4) the implementation planning for patent marketing; (5) the business model for patent marketing. This thesis also combines the above patent marketing theories to establish the platform system which is necessary for developing patent marketing, and also a complete set of supporting measures which is necessary for implementing patent marketing, including agent and distribution mechanisms, accounting and finance system, as well as tax planning. In addition, this thesis also conducted in-depth analysis and review on some of the well-known global (including Taiwan) IP transaction platforms, and also study potential issues and challenges these platforms may encounter. During the structuring of IP marketing theory, this thesis focuses on covering and integrating all the internal and external 　　organizational operation processes related to R&D, innovation, business management and segment marketing. The author wishes to assist enterprises by building up market-driven business development strategy and R&D/innovation plan; to assist the government by improving the industry development policy to establish a more complete country wide industry value-chain planning and a more efficient resources allocation plan; and to assist the research institutes by creating a research and development plan which is more close to industry and market needs.