台灣經濟發展對外貿易依存度高，專業貿易商扮演極重要的中介角色，於產銷鏈中媒合供給與需求。然隨著全球貿易自由化、新興市場低成本競爭以及科技進步所帶來之資訊透明化，均對台灣專業貿易商之生存空間造成極大的衝擊與威脅，且台灣專業貿易商一直以來缺乏自有品牌，產品的辨識度也不高，致使其面臨被「去中間化」之危機。 本研究根據過去有關自創品牌關鍵成功因素之文獻整理歸納出六個最重要的項目，分別為：研發設計能力、優異的產品品質、可控制之行銷通路、資金與財務控管、高階主管領導與品牌人才、原有業務（OEM、ODM）與自創品牌之平衡。然過去的研究多半著墨於製造商自創品牌，而較少觸及專業貿易商自創品牌的相關論述，故本研究在分析製造商與專業貿易商的異同之後，將製造商自創品牌關鍵成功因素適用於專業貿易商，並將之所產生的問題做一闡述。 以供應鏈整合理論為基礎，本研究建構專業貿易商自創品牌的經營模型，並基於前述六項自創品牌關鍵成功因素，延伸發展出專業貿易商自創品牌所需具備的條件與關鍵成功因素，分別為：創新研發設計、垂直整合、品質控管、保護競爭知識、市場定位與差異化、可控制之行銷通路、資金與財務控管以及高階管理者帶領品牌行銷人才等八項，並藉由個案訪談之方式，研究分析兩個具代表性的個案，以驗證本研究之論述得以適用於專業貿易商自創品牌之經營模式。 / Trading companies are playing important roles in economic development in Taiwan, especially in matching buyer and seller in supply chains. However, liberalization of trade, advancement of technology, keen competition with emerging countries, and lack of own brand marketing lead trading companies in Taiwan to face the crisis of disintermediation. The research is based on six key success factors of manufacturer’s brand, including research & development ability, product quality, marketing channel, capital and financial management, brand marketing human resources and the balance between OEM/ODM and own brand marketing. We are trying to analyze the differences between manufactures and trading companies, and then apply those key success factors to trading companies. According to the theory of supply chain integration, we develop an own brand business model for trading companies in Taiwan. The six key success factors of own brand are adjusted to eight, which are innovative research & development, vertical integration, quality control, protection of intellectual property right, market positioning and differentiation, marketing channel, capital and financial management and brand marketing human resources. Furthermore, we interview two trading companies which have own brand in order to testify that the own brand business model for trading companies can really take into practice.

面對全球化浪潮，各個產業供應鏈不斷被迫縮短，規模小的製造商、品牌商遭遇併購，貿易商在這樣的過程中，遭遇去中間化，而企業的轉型迫在眉睫。本研究旨在探討在「去中間化」危機中，企業轉型是否成為貿易商能在這波浪潮生存並且創造企業新高峰的重要因素，而貿易商如何透過內部的組織結構調整，建立新的內、外部溝通方式，以專案管理的形式與客戶維繫關係並發揮內部員工的最大效益，來完成企業轉型，再透過提供整個產業鏈其他製造商及品牌商在營運上的解決方案形式，提升企業自身價值。研究主要透過深度訪談已經營台灣自行車零組件及成車廠為業務的貿易商L公司，了解其在近四十年來，如何從貿易商的全盛時期，隨著大環境改變而轉向衰退，二代企業家決心進行企業轉型，從貿易商轉型為企業解決方案提供商，成為製造商與品牌商之間重要的價值提供者，贏得雙方的信任，奠定自身在產業鏈中的地位。研究結果指出貿易商在進行企業轉型時，透過內部的組織架構調整，從功能式組織架構調整為專案式組織架構，最後以矩陣式組織架構作為組織運作最有效率的形式。進而調整組織溝通，內部的垂直溝通轉變為水平溝通，而外部的正式溝通也增加了非正式溝通，提升效率達成客戶的需求，獲得新的市場機會。後續建議台灣貿易商在進行企業轉型時，可以透過成立子公司來將業務進行區隔，並將轉型後的企業解決方案擴展至各個產業，讓企業在更妥善的轉型規劃下，能更永續並且長期的經營。

第一章導論：敘述研究動機、問題、目的、方法、限制及架構。 第二章策略的擬定：經由確定個案公司的基本目的與目標，評估公司內在條件與外在 環境因素，并融合經營者的價值觀而制定出一套適合實施的可行策略。 第三章擬定實現策略的具體計劃：依據上章的策略方向，設定個案公司中、短期經營 目標，并規劃出職能別的細部計劃與各個部門的具體行動方案。 第四章財務預算：以系統方法，模擬個案公司未來五年的財務狀況，并編制預算報表 ，以作為公司未來調配資源時的參考，及實施策略計劃的控制工具。 第五章結語：申論研究者由本研究中所學習而得的一些體認和心得。

隨著經濟發展與國民所得提高，汽車已經成為人們必備之交通運輸工具。近年來，假日休閒旅遊蔚為風氣，除造成自用汽車數量急遽成長外，亦因使用頻率增加而使汽車發生毀損滅失之機率增高。 汽車保險業務具有濃厚之地域性，而且與社會環境及國民習性密切相關，因此，經營汽車保險業務者，必須投入相當規模之資源，方能提供完善之服務。由於汽車保險業務之保費收入佔財產保險業所有業務之一半以上，其損失率高低往往牽動著保險業者之經營成效。 今日汽車保險市場積弊之一，乃保險業者拓展業務時，常以提高業務量為目標，爭相採取超佣、折讓或錯價等違規手段，造成市場之惡性競爭。再者，行銷通路亦與汽車保險業務經營成敗有緊密關連。 以汽車代理商而言，其有規模者之業務項目涵蓋汽車銷售、保險代理、零件價格與汽車修護等，完全掌握汽車保險行銷之競爭優勢。此外，貿易商、貨運行及代檢場，與汽車保險業務亦有密切關連，也是保險業者不可忽視之重要通路。 本研究以汽車車體損失保險為對象，針對上述行銷通路之運作實務作介紹與分析，並分別探討各種通路可能衍生之道德危險。最後，針對各類型之道德危險及理賠實務之缺失，本研究提出建議方案供相關單位參考，以期汽車保險市場能健全發展。 關鍵字：汽車保險、道德危險、行銷通路、汽車代理商、貿易商、貨運行、 代檢場 / 【Abstract】 Along with economy development and increase of national income, automobiles become a necessity for people in transportation and communication. In recent years, due to the trend in taking vacation by car, the amount of automobile has rapidly grew. Consequentially, frequent use has resulted in higher percentage of the damage or loss of the automobiles. As automobile insurance has characteristics in localism and territorialism, it is highly related to social environment and citizen’s behavior. Under such a scenario, all the automobile insurance companies need to invest all kinds of resources to provide full scale services. Meanwhile, since its premium volume accounts for more than half the overall property insurance business premium volume, its underwriting result in loss ratio usually has a significant impact on the overall performance in operation. One of the cumulated cankers in the automobile insurance market is that while extending business, insurance companies often aim at increasing premium volume, so that they take the methods against regulations, such as excessive commission, rebate and wrongful pricing. All of them may have deteriorated the unsoundness and stability of the insurance market. In addition, many marketing channels play a significant role to automobile insurance business. In light of automobile dealers’ operation, the ones in large scale normally carry on an automobile maintenance workshop at the same time. Their services cover wide range, include: car selling, insurance soliciting, components price controlling and repair and maintenance services etc. In this way, they acquire the advantage in the marketing competition. Meanwhile, merchants, forwarding agents and the vehicle-inspection workshops are also related to the automobile insurance, and certainly they are the important channels that shall not be neglected. By taking Automobile Insurance - Body Damaged Coverage as the main object, this research makes a thorough analysis on the operation of the above-mentioned marketing channels, and explores all the possible moral hazard stemmed from different channels. To eliminate the moral hazards and the claim insufficiency, this research submits certain recommendation to the regulatory authority and the insurance industry in order to achieve sound development of the automobile insurance market. Key words: Automobile Insurance、Moral Hazard、Marketing Channel、Automobile Dealer、Merchant、Forwarding Agent、Vehicle-Inspection Workshop

本研究是以 司徒達賢教授「產業價值鏈」、「策略形態分析法」及「網絡定位分析法」做為分析架構，試圖分析一家新創貿易商的事業策略及網絡定位，並探討其策略成功之環境前提與條件前提。 個案選擇雖是一家特定公司在特定市場的成功案例，並不足以作一般化的推論，但仍可供參考。主要之初步結論如下： 1. 貿易商創立極為不易，但若能找到自己所擅長的市場和產品，藉著本身既有快速、彈性、機動的條件，針對某些價值活動和特定的目標市場作深入的掌握和聚焦，必能獲得成功。 2. 貿易商可以藉由交易對象的選擇與組合，以創造有利的網絡 定位。上、下游交易對象的家數多、規模小、向前或向後整合的 能力或意願低，則貿易商較能確保其有利的生存空間。 關鍵詞:策略管理 貿易商 衛浴產業 策略形態 產業價值鏈

貿易向來為台灣經濟發展之重心，但近年來由於全球貿易自由化、台灣加入WTO、及科技進步帶來之資訊透明化及大陸市場之開放，在在威脅到貿易商之生存空間。在面對這些挑戰與威脅時，貿易商要如何創新經營模式，提升在交易中的附加價值，增強自我優勢，已成為現在重要議題之一。 本研究之主要研究對象為台灣中小型貿易商，並以Hamel經營模式為基礎，分析早期之貿易商經營模式，並歸結出其所面臨之挑戰與困境，進一步瞭解與探討未來貿易商唯有創新經營模式，轉型成為附加價值極大之服務提供者，才能永續經營，並以一成功個案來佐證本研究之主要論點。 因此，本研究以Hamel經營模式四構面歸納出：重新定位企業之核心策略、強化企業之策略性資產、鞏固既有顧客介面並適度拓展市場商機、在價值網絡中增加附加價值，才能使貿易商在艱困的環境中持續經營，並再造台灣貿易業之另一奇蹟。 / Trading companies are playing important roles in economical development in Taiwan. Because of liberalization of trade, advancement of technology, and many changes of internal and external economical construction, these factors made trading companies in Taiwan face more difficult environment recently. The most important issue for the trading companies in Taiwan is how to transform into the value-added service provider, innovate their business model and strengthen their competitive advantage. The research focuses on the small trading companies in Taiwan and is based on the theory of Hamel business model. We are trying to analyze early business models which were adopted by trading companies and find their challenges and difficulties. We conclude that the only way that trading companies can sustain in the difficult environment is to adopt innovative business models and transform into the value-added service provider. In the end of this research, we use one successful innovative business model case study to support the main argument. From the four dimension of Hamel business, we conclude that trading companies should reposition the core strategies, strengthen the strategic resources, maintain old customers and expand new markets and add value into the value network. In this way, trading companies can operate their business successfully and create other miracle of trading industry in Taiwan.