以往供應鏈中的生產者，將產品販售給其下游的其他批發商．批發商再將產品販售給其下游的零售商或是大賣場等，最後消費者再向零售商和大賣場購買產品，由於資訊獲取或是購買管道便利性等等之限制．消費者在這樣的情況下，只能選擇向零售商和大賣場等通路成員購買商品。近年來，由於網際網路的普及和資訊傳遞管道的發達，銷售通路中的成員都開始利用傳統的通路和直接通路來販售產品時，通路衝突的現象也會伴隨著發生，在這樣的通路環境當中，每個通路成員不僅要致力於增加商品販賣的營收，也必須要維持其他通路成員和本身的合作利益關係。商品在傳統通路和間接通路販售的價格和流通的產品數量便成為了重要的決策問題。 本研究針對上述的通路環境下所造成的通路競爭問題，提出一個價格協調的模型，透過賽局理論的協調方法，決定通路成員於直接通路和間接通路的產品販售價格，以獲取本身利潤最佳化，避免因通路衝突所造成的損失。本研究提出一個以賽局理論為基礎之決策模型，透過考量相關運銷成本的角度，建立協調價格的決策方式，並利用最佳化方法來求得通路成員間的流通分配量，研究也以具有相同通路環境的農產品供應鏈為例，實際將數據帶入協調模型加以運作，求出各通路成員間的協調價格及流通分配量。最後透過通路成員的利潤分析，驗證協調模型的合理性。並的到以下的結論：1.在直接和間接通路並存的銷售環境中，透過限制條件的確立和競爭價格的決策，通路成員仍然可以尋求到一個均衡的價格，來避免因通路成員間的價格競爭所產生的利潤損失。2.就整體供應鏈合作價值而言，協調價格的機制能夠維持通路中每個通路成員的合作關係，降低價格競爭關係下，所造成的不必要損失。

本研究觀察臺灣的狗食市場，並且選擇兩家動物醫院與三間的寵物商店進行深入訪談，從訪談過程中發現在專業市場通路裡的動物醫院和寵物店之間明顯存在經營邏輯與對狗食商品定位截然不同的期待，這種對於狗食的期待不同，形成狗食品牌經營者在產品定位、包裝規格、定價策略與促銷安排上，對不同的通路型態，必須制訂不同的行銷策略，以避免不理性的通路衝突，而造成行銷資源的浪費與消費者對品牌認同的干擾。 依照深度訪談的整理結果，發展出寵物食品通路量表，此量表主要可分為販售狗食的目的、選擇販售狗食品牌的考量因素以及選擇往來經銷商之考量因素三部分，並以郵寄的方式施測於艾汾公司全省13家經銷商所掌握的467家寵物店和297家動物醫院。 從回收的問卷中發現：在銷售寵物食品的目的上，寵物商店較動物醫院更重視增加營業收入以及增加其他商品的銷售目的，但在追求經營利潤、提供飼主一次購足的便利以及創造衍生性服務的目的上，兩通路間並無顯著差異；在選擇銷售的狗食品牌的考量因素上寵物店比動物醫院更在乎該品牌廠商是否有消費者促銷活動、消費者是否對該品牌指名購買和試吃包與餵養手冊的提供；而動物醫院則相對較重視特殊功效、與來源國形象；寵物店與動物醫院在選擇與哪家經銷商往來時，二者的考量因素並無明顯差異，並不因本身專業知識的多寡，而對前來拜訪的業務員或所提供的配送服務，有不同的期盼或要求。 多重通路衝突現象在寵物食品業確實存在，寵物店或動物醫院都不希望本身所販賣的狗食在其他通路也有販售，深怕其他通路因為販售目的的不一致，而造成促銷價格難以掌控的困擾，尤其是其他通路開啟價格戰時，可能進而被消費者貼上黑店記號，或是有利潤減損與存貨滯銷的風險。利潤是影響專業市場通路業者是否推薦某一品牌狗食的主要考量，而價格的限定與依通路別區隔產品，是通路利潤能否確保的主要關鍵，因此本研究提供作為企業在面對多重通路型態時，價格訂定與行銷策略制訂之參考。 / From the study of Taiwan Dog food market and the in-depth interviews with 2 Vet Clinics and 3 Pet Shops, it was identified that significant difference existed in the business model and role of Dog food in their overall product portfolio between Vet clinics and Pet Shops in Taiwan, although these two store types were both classified as the “Specialty Trade” channel for Petcare products. Given this different expectation for selling Dog food, it was inevitable for Dog food suppliers to provide different product offerings and marketing mix for different trade customers, in order to avoid the irrational trade conflicts, wastage in brand investment and consumers’confusion about brand image. From the results of those in-depth interviews, we also developed questionnaire to conduct quantitative research on 467 Pet Shops and 297 animal hospitals that had business with the 13 regional distributors under Mars Foods Taiwan. The questionnaire composed of three major sections, which were: Purposes for selling Dog food, Major factors in brand selection and choices of distributors. Based on those responded questionnaires, it showed that, in terms of selling objectives, both Pet shops and Vet clinics were quite similar in the pursuit of profit, providing one-stop shopping for pet owners and generating additional demand for other services items, although Pet shops were also keen to drive incremental sales of other products. In the selection of Dog food brands, Pet shops cared more about consumer promotion, consumers’ preference for the brands and the offering of sample packs and feeding booklets, while animal hospitals concerned more with origins of country and functional benefits. As to the selecting criteria for local Petfood distributors, there was no major variance in their expectation/request on the salesmen or logistics service between these two store types. “Multiple channel conflicts” truly existed in Petfood market, as both Pet shops and Vet clinics did not want to see the same products also available in the other grocery channels with the fear of consumers’ complaints caused by other channel’s inconsistent pricing and different selling strategy on Dog food. In particular, the price war on Petfood among major retailers may get consumers mad about the Pet shops or Vet clinics and cause negative impact on their margin and inventory of the same dog food brands. It was crucial for suppliers to provide stable trade margin to earn the recommendation from Pet shops and vet clinics by strict cross-channel pricing control and channel-specific products offering, as profit was the most important motivator for “Specialty Trade” customers. This study provided a couple of initial thoughts for marketers to better deal with the pricing management and marketing strategy across multiple trade channels.

中小企業相對國際企業缺乏資金、人才與經銷通路管理經驗，當進軍國際市場時，絕大部分依賴當地的中間商，因此，選擇合適的中間商是關鍵成功因素之一。 本研究以某台灣電腦機殼公司在北美洲為研究個案，該公司強調「以誠信為基礎的通路策略」與成為「通路掛帥」的公司為目標。本研究探討其進軍國際市場時的通路決策制定過程，其中企業目標與通路策略，對通路設計決策與通路管理有深度的影響力。 另通路結構的長度、寬度及密度是關鍵的策略意圖，足以影響未來通路運作的效率。在通路管理上，提供通路成員訓練、行銷宣傳支援、激勵方案、績效評估等來協助通路成員達成預期的目標。 此外，面對外在經營環境變化與內在營運模式的調整，個案公司採用選擇性通路，以降低通路衝突的機率並提升通路效力。公司在調整通路結構時，改變通路成員的質與量，以達到地理區域的涵蓋度與深耕特定目標市場的目的。同時並採用「與巨人共舞，以小博大」的通路策略，對於選定的少數且極其重要的通路成員採取「深耕、做大」策略。研究中發現大型經銷通路商對於「以誠信為基礎的通路策略」比較認同，且對於個案公司建立通路管理制度的要求全力配合，其通路績效更佳。 最後提出對個案公司的建議: 1.高階主管需參與執行並貫徹「以誠信為基礎的行銷通路策略」。 2.面對快速變遷的外在環境與市場競爭情境，策略的生命週期變短，公司必需隨時檢視、修正或調整國際通路策略。 3.透過企業內部教育訓練，培養高階主管與資深團隊的通路管理能力。 4.台灣總公司OEM/ODM業務與北美全球性經銷商的衝突，亟需建立溝通協調與管控機制。 / Small- and medium-sized enterprises (SMEs), in contrast to large multinational corporations, often lack the financial resources, exposure, and expertise in product distribution channel management. When entering a foreign market, SMEs often have to rely heavily on channel partners. Consequently, selecting the appropriate channel partners is one of the key success factors in channel management. This study examined a medium-sized Taiwanese PC enclosure company as it sought to expand in the North American market. To this end, the company adopted an integrity-based channel management strategy and strived to become a channel champion. The internal decision-making processes for channel partner selection were outlined and the influences of the company objectives on its channel design were analyzed. Furthermore, considerations on the length, width, and density – three important factors to an efficient channel strategy – were introduced. Lastly, methods to support channel partners in the form of product training, marketing and promotional support, incentive programs, and an appropriate performance appraisal system were discussed. To maximize channel efficiency and reduce potential conflicts between channel partners, the company employed a tiered channel strategy. Extending the geographic coverage and penetrating key select markets was achieved by carefully selecting channel partners after weighing in the quality of their downstream distribution channels and their sales volume. Revenue growth in select markets was achieved by leveraging the strengths of a few competent channel partners. These channel partners have subsequently recognized the benefits of the integrity-based channel management strategy and are more committed to fulfilling their roles within the overall auspices of the channel distribution system. Recommendations to the company based on the research findings are the following: 1.The management should be involved and be committed to the implementation of the integrity-based channel management strategy. 2.In the face of constant changes in the business environment, channel strategy should be reviewed and revised anytime. 3.Internal training to senior management to raise their capability of channel stewardship. 4.Establish a mechanism to resolve potential conflicts between Taiwanese OEM/ODM sales team and channel partners in North America.

隨著國民所得持續提高、人口結構高齡化、新醫療科技之引進等因素下，民眾對於醫療保健之需求逐年增加，也因此帶動了相關醫藥衛生產業的成長，其中尤以居家醫療保健器材產業之成長潛力相當引人注意，代理商與供應商如何有效的管理行銷零售醫療通路成為一個重要課題。本研究選定市佔率超過50%的歐姆龍電子血壓計醫療通路代理商為主要研究標的物，目的欲探討家用電子式血壓計的供應商與代理商及各醫療通路之間相互的關係；並經由相關文獻及內部資料進行統計分析不同通路之間通路策略與業績之關係，再針對各醫療通路來探討其與各通路之競爭策略、權力與關係、通路管理之關聯性，以及供應商與代理商之間的策略效果，冀望研究結論能使家用電子式血壓計廠商更瞭解其目標市場，並研擬相關策略之建議以作為廠商未來參考。 本研究結果發現：（1）供應商的通路經銷範圍分配不明確會造成水平及多重通路衝突。有明確的通路區隔策略，才能確保多重通路衝突降至最低。（2）完善管理醫療零售通路體系乃基於產品區隔及行銷規劃。有明確的產品區隔策略，才能減少水平衝突（3）水平通路衝突的解決首重代理商的態度。解決各零售通路的水平衝突在電子血壓計上是常態，無論是發生在藥局、醫療器材行亦或是專業連鎖醫療零售通路體系，有賴代理商的強制決策。（4）專業連鎖醫療零售通路體系的條件趨於嚴格，雙方合約的處理首重影響策略。管理兩大專業連鎖醫療零售通路日趨困難，其要求的毛利日趨嚴格。年度回饋合約的談判至為重要，聯合供應商共同合作以利連鎖通路談判亦是重點之一，也關係到水平通路衡突的管理。（5）醫療器材與藥品的經營模式不同。醫療器材的市場與藥品的行銷與經營本質上是不同的，雖然看似同一個醫療專業零售通路，但其屬性為自費市場，不像是藥品處處受國民健康管理局的管制且藥品無法作產品組合與區隔，加上醫療器材重視行銷、權力關係及通路管理的控制力，個案公司在加入專業經理人之後，利用影響策略與各零售通路溝通，將通路控制力達到最佳狀態，顯見人力資源與影響策略的重要性。