本次採取個案研究方式，針對一家經營堅果原料出口貿易的中間商，藉著全球強勁的買方需求開始進入堅果原料市場。此公司座落在原料的產地，容易取得第一手的價格與產業情報，讓他們擁有資訊不對稱的優勢，來進行原料的銷售。 針對該中間商從銷售基本單位、銷售八大步驟、採購小組中心、4C架構、垂直整合等五個方式進行探討。此中間商成功進入台灣堅果原料供應鏈，主要在於能與上游供應鏈簽訂短期商品合約，保有原料價格的競爭力，並且能在其他競爭對手無原料時，適時提供客戶商品。在開發台灣市場發展的前期，由堅果原料供應鏈的下游開始，一路往上游尋找台灣的潛在客戶。此中間商取得下游廠商的信任後，運用彼此的關係取得上游買家的信任，加快銷售程序，以及減少採購單位的疑慮。個案中，該中間商曾試著透過策略聯盟的方式，與台灣小型網購業者進行堅果銷售，最後卻以失敗收場。 實際訪談個案公司與蒐集資料後，透過理論架構分析發現，一家企業公司要進入市場的前期，若花費精神調查供應鏈的結構來發掘潛在買家對象，且瞭解實際的需求與市場的競爭狀況後，再借助企業本身優勢，可成功取得代表性的客戶，容易成為此供應鏈的一員。但，隨著外部環境改變，企業的優勢是否會跟著改變，也是其個案企業未來尚須解決的議題。 / This research takes a tree nut exporting company, the Z Company, as case study to evaluate how the company took advantage of both strong international tree nut raw material demand and first-hand industrial and price information to enter the tree nut exporting industry. By facilitating its location advantage, which the company is located in the tree nut farm, the Z Company is able to hold first-hand information to create information asymmetry as advantage to sell the tree nut raw material. In the beginning stage in developing Taiwanese market, Z Company started and earned trusts from customers located in downstream tree nuts supply chain, and then took further steps to move upstream by exploiting the established trusts as references to gain trusts from the customers located in the upper stream of the supply chain. By doing so, Z Company was able to speed up the purchasing process and minimize the doubts for purchasing managers. In addition to this, Z Company also formed strategic alliance with a small Taiwanese online store to penetrate the market but did not receive much result. This research uses the concepts of basic sales unit, 8 steps to establish sales and customer relationship management, 4C framework of strategic marketing, and vertical integration to evaluate the developing path of Z Company. The research found that the reason why Z Company can successfully enter the tree nuts supply chain in Taiwan is that Z Company is able to sign shirt-term merchandise supply contract with the suppliers to ensure the competitiveness in price and secure the product supply, while on the other hand offers timely supply of material to the customers when other competitors fail to fulfill the product demand. This research discovered that in the beginning stage of market entry, it is ideal to utilize the company’s resources to discover who the potential buyers are and what the real market demand and the degree of competitiveness is. Then, the company should take its interior strength to acquire customers with industry influence as representative case so that it can easily become one of the members in the supply chain. However, as the external environment changes, the company’s advantages in the industry are very likely to change as well, therefore how to respond to such change will be the future development issue for the company.

電子產業為台灣主流產業，相關化學品使用量很大，過去多仰賴國外進口，是台灣傳統化學化工產業可用以轉型並切入的利基點。但台灣電子產業製造廠對本土化學材料供應商卻信心不足，有時根本連上線測試的機會都沒有。D公司是作者曾經任職的電子化學材料公司，也是A光電公司(LCD面板製造商)與E化學公司合資的公司，A公司的策略考量為掌握面板的上游原物料，E公司之策略則為穩定下游產品出海口。A光電公司知道要做什麼樣的產品，E化學公司則在過去累積了許多特用化學品的專業知識，所以D公司事實上是所謂know-what and know-how的結合，是電子化學材料公司轉型成功的一個案例。 本研究為導入邱志聖（2014）的4C架構，並分析D公司如何以產業的後進者，卻能克服日本競爭者的先行者優勢，而成功的關鍵點，並以此作為後續其他進入此領域或相類似產業公司的參考。藉由D公司與此產業主要競爭對手日本化學材料公司的4C比較分析可以看出，外顯單位效益成本涵蓋範圍廣，大家各有勝負，很難點出問題的核心及思考解決的策略；又日本化學材料公司的道德危機成本低於D公司，很難立即改變；但D公司的資訊交易成本比日本競爭者低(因為客戶A公司是同集團公司)。這也許是一個很好的切入點，所以D材料公司的行銷策略方向與順序為先利用降低交易成本的方式(與客戶建立合資公司)，進而提升技術與成本降低等外顯單位效益成本的競爭力，並藉著產品導入的機會與實績，逐漸提升與建立聲譽(降低道德危機成本)，再利用時機點的掌握與對手的可能犯錯，有策略的解決及導入有高替換成本的產品，最後再以此更強化道德危機成本。 本研究案例可提供傳統化工公司轉型之行銷策略參考，亦可適用於其他行銷門檻較高的產業。 / The electronic industry is one of the major industries in Taiwan. The chemicals consumption in this industry are huge and most imported from abroad. This could be the right industry or relative new area that the traditional chemical company in Taiwan can transform to. “D” company is a joint venture of “A” optoelectronic company (LCD panel maker) and “E” chemical company. “A” company knows the electronic products and technology trend, while “E” chemical has experience and professional knowhow in specialty chemical domain. “D” company possesses the knowledge of “know-what” and “know-how”, and is a successful chemical company in electronic industry. This study introduced the “4C Framework of Strategic Marketing Analysis” (Chiou 2014) and analyzed the key points that how the “D” company can succeed as a latecomer in the electronic chemical industry. By means of 4C analysis, it is clear to identify that the C2 (cost of information search) in “D” company is much lower than competitors due to belonging to the same group with major customer. By this, “D” company has the platform and advantages to further reduce the cost of utilities, such as technology learning curve and cost structure. By successfully introducing the products to customer one by one and build-up the credibility and reputation step by step, this can reduce the cost of moral hazard. However, the cost of asset specific is difficult to overcome. Sometime it needs to wait for the opportunity and/or the mistakes made by the competitors. With the overcome of cost of asset specific can bring more credit and reputation to further reduce the cost of moral hazard. This case study can be applied as the reference of strategic marketing analysis for transformation of traditional chemical company to electronic chemical company. It is also suitable in the area with high marketing barrier.