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.

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.

本研究以康迅數位整合股份有限公司之PayEasy.com購物網站為研究個案，主要目的是為了探討探討PayEasy.com經營關鍵因素、了解PayEasy.com會員對於PayEasy購物網站E通路管理之滿意度及探研PayEasy.com會員對PayEasy購物網站品牌個性之滿意度。研究分文兩個部分：第一部份是採取質化之深度訪談，了解PayEasy.com網站經營之定位、行銷溝通、顧客關係管理及對其品牌個性等規劃及執行，並運用Sull成功方程式之理論模式，探討其經營關鍵因素。第二部分是採量化之問卷調查，以Stanley A. Brown提出的E通路管理五個構面（資訊構面、交易構面、分佈構面、服務構面）及David Aaker（1995）品牌個性尺度（純真、刺激、能力、高貴、粗獷五面向）和顧客滿意度作為量化研究的衡量構面，在彙整深度訪談後的結果與文獻探討之相關資料，發展成調查問卷，針對已有在PayEasy購物的會員作調查，共回收397份有效樣本。 本研究歸納出相關結論如下： 一、PayEasy.com購物網站經營關鍵因素 包括PayEasy.com掌握女性購物的利基市場與女性網友上網率竄升的趨勢、專業達人策略塑造自有品牌的獨特性，並利於商品的價格控制、與專業達人、廠商、物流、客服中心、信用卡相關業務、便利商店、入口網站等多元化的策略聯盟，增強團隊服務陣容，提供周全的服務體系及流程，並結合eCRM資訊科技提升服務品質，運用多項溝通管道提高與會員的接觸率，發展順暢且多樣化交易模式與成功的配送策略，滿足會員不同的交易需求。 二、PayEasy會員對於PayEasy.com購物網站E通路管理的滿意情形 PayEasy會員對於分佈構面及交易構面的同意程度最高，會員認同於訂貨後配送的速度及正確率和交易的安全性、程序簡單、提供多樣化付款方式和能在最短時間內收到回覆通知等服務，而不同教育程度的會員在交易構面、分佈構面、服務構面之感受有顯著性的差異，E通路管理五構面與顧客滿意度有顯著的相關性及具有解釋力。 三、PayEasy會員對於PayEasy.com購物網站品牌個性的滿意情形 PayEasy會員對於品牌個性之能力與刺激構面的同意度最高，其特色為可信任、聰明的、成功的以及大膽的、有朝氣的、富有想像力的和新潮的等，而高中（職）教育程度的PayEasy會員對其品牌個性感受力最高，且品牌個性與顧客滿意度有顯著的相關性及解釋力。 四、其他統計發現 採用多元媒體與會員互動溝通擴大接觸層面並節省服務的需求及成本，而店配策略獲得多數會員的青睞，促銷策略及密集的先佔攻勢對低收入年輕女性學生族群產生刺激購買的效果。

面對全球化競爭與產業環境的變化，如何在動態的競爭環境下永續經營，是企業目前面臨的考驗。台灣企業積極的想從低利的代工產業轉型成品牌公司，試圖調整經營策略，並建構新的核心能力，以提昇競爭力。 成為品牌公司，除了本身的企業文化與競爭能力外，必須要投入相當多的能力與資源，尤其要有長期抗戰的準備；品牌的投資，不是一時的資本投入，而是需要整個企業的核心價值與組織架構的推動，若要深耕其品牌，企業的行銷策略與通路管理能力則是品牌經營的基礎架構。 本研究以品牌商的角度，透過其在地主國執行的行銷策略，分析其行銷策略與通路管理的重要性，以及在執行時，面對地主國各中間商(包括代理商與通路商) 不同的能力與資源所遇到的問題，因而檢視其母公司所規劃的經營策略與行銷組合，是否符合全球化的經營意圖。 經過資料整理與訪談後，發現該品牌商有其完善的行銷策略以推廣品牌，並提升該品牌的權益，但因其全球化的策略，其大部分的區域都交由代理商經營，並由代理商負責執行該區域的行銷策略，此代理商與通路商的能力與資源會影響其行銷策略的規劃與執行，因而產生客制化的行銷方案，並與品牌商所規劃的行銷策略(即通用的行銷策略)，在內容與成效上存在差異。 因此，品牌商在擬定全球化的經營策略時，必須先考量到本身的能力與資源，並在規劃行銷策略時，事先做好STP分析，選擇適合的目標市場，再行擬訂通路策略，才有辦法利用通路管理將品牌的行銷組合落實到目標族群身上，以達到企業追求長期發展的願景和目標。 / Facing global competition and high volatility in the market, a major challenge of all firms is to seek long-term survival. Aiming to the future, some Taiwanese companies have changed their business models from suppliers to foreign branding companies to owners of their own brands through revising their strategies and building up new core competencies. Transforming into branding companies, in addition to changing corporate culture and enhancing competitiveness, these firms need to invest a lot of resources to prepare for the long run. Building a brand is a long-term commitment and a firm needs to have a comparable core value, a functional organizational structure, a well-thought marketing strategy and abilities to manage channels. This study, based a branding company's point of view, analyzes how it utilizes channels to implement its marketing strategy in a host country (i.e., Taiwan). The capabilities and resources of its channel members (including dealers and distributors) for successfully implementing its marketing strategy are assessed and how the resources constraints of these channels affect the firm’s global marketing strategy is also examined. After analyzing the data, gathering through personal interviews and other secondary sources, we found that the international brand did have well formulated marketing strategy to promote its brand and increase its brand equity for the long term. The implementation of its global marketing strategy relies on agents as well as channels in different countries to carry out. Therefore, whether a marketing strategy is effective really is in the hands of partners abroad. The international branding company’s experience in Taiwan illustrates this point well. We examined several types of channels and found that some executed its marketing strategy well and some did not. The differentiation factor is the resources and capabilities of a channel: the more it has, the better for it to implement the marketing strategy of the branding company. We also found that local adaptation is needed when a channel member had limited resources or capabilities. To conclude, when a branding company formulates global strategy, it has to assess its own capabilities and resources first and then engages in STP analysis and develops marketing strategy. After selecting a host country and target segments, it needs to select agents or/and channels to implement its marketing strategy. Because channels in foreign countries are the keys to create brand-awareness, a branding company has to spend resources to select and manage channels.

台灣在全球電子產業具舉足輕重之地位，全球化浪潮下，台灣品牌之筆記型電腦擴張至全球世界各地，全靠海外業務到海外市場、設立通路、銷售並提高品牌市場佔有率。本研究分享消費性電子產業個案A公司進入馬來西亞且成功建立銷售渠道之個案，並以邱志聖(2010)策略行銷分析4C架構分析實際做法，討論個案公司如何利用與上下游不同個體之交易關係，牽制其他交易對象並且提高自己的議價力，以提供業務人員在面對新興市場時之業務發展與通路管理之思考架構。 不同市佔率情況下所進行之資源分配有所不同。個案公司初入馬來西亞市場時，選擇三大代理商協助處理銷售之金流、物流、資訊流，以降低各交易成本。但為避免被代理商專屬陷入，業務發展至一定程度後開始向下管理至下游經銷商，利用挑選銷售額高的經銷商成為重點經銷商，進行重點式的通路管理，使經銷商反要求代理商進貨個案公司筆記型電腦，加強個案公司對代理商之議價力，向上游制衡代理商。當市佔率漸提高時，開始有預算更向下游之一般消費者溝通，並且建議利用過去累積之客戶關係管理工具，發展「積點制度」，提高品牌商對消費者之資產專屬性。 / Globalization has led Taiwanese manufacturers to expand their brands globally, especially in consumer electronic industry. This raises important topics including the role of overseas salesperson, establishing overseas sales channel and introducing products overseas. This research discusses how company A sells notebook in Malaysia using 4C strategic marketing theory, with the purpose to provide oversea salesperson an insight and overview of how to establish and sell when first enter a foreign market, as well as how to increase bargaining power using incentive mechanisms and how to allocate resources to different oversea entities with scenarios of different market share. When Company A first entered Malaysia, it chose to have its distributors to handle cash, and provide it with logistics and information system to lower costs. Later on, company A started to have KDP (Key Dealer Program) for better relationship management with its dealers. In this case, company A leveraged the relationship with dealers to increase its bargaining power toward distributors. When the company obtained sufficient market shares, it then start to do marketing campaigns to increase its bargaining power with its dealers and distributors.

臺灣地區蘊藏的天然資源不多，對外銷的倚賴度偏高；而國際化過程中，密切掌握顧客的需要，做好價值單元的管理，是企業得以成功的關鍵；而就近年來宏基、統一等企業購併歐美公司的案例來看，通路往往是企業最主要的考量；行銷通路是生產者與消費者之間主要連結的管道，而這种管道的建立通常必須花費相當多的時間與資本，是其他競爭對手不易模仿者，可形成企業的競爭優勢。本研究嘗試以內外部環境因素、通路管理、通路績效對國際行銷通路進行探討，希望能達成以下目的： 1.探討內外部環境因素對通路結構、政策及通路管理的影響。 2.探討通路結構、政策、通路管理的決策。 3.探討通路結構、政策與通路管理對通路績效的影響。 4.探討企業體進行國際化時，通路結構、政策與通路管理方式的變化與演變，以及對通路績效的影響。 本研究採用個案研究法進行，以我國的高科技產業，特別是電子資訊業具有外銷實績的廠商作為研究的對象。研究結果發現： 就通路結構而言：當地通路結構反映了當地顧客的消費行為，因此與當地通路結構的搭配極其重要；應使企業資源、規模與市場規模間密切的配合，以發揮競爭上的優勢；較小的企業可選擇採出口、經銷商、分公司等循序漸進的方式進入市場，在獲利與風險間取得一個平衡；重視產品特性與通路管理間的組合，視產品特性選擇不同的通路長度。通路商的選擇則以銷績效、信用與財務狀況最受重視，而綜效的發揮也是企業先擇通路夥伴時重要的考量之一。 而就通路管理而言，高控制力的通路一般擁有較佳的績效；而其中實質的作業支援是對強化通路成員關係最直接的方式；近年來資訊業來逐次降價的趨勢，使通路管理中的價值單元管理更為重要；而當企業因企業的發展而須對通路結構進行調整時，原有通路結構與成員的管理問題須格外注意。 / For lack of Natural Resoure in Taiwan, the dependency of exporting is much higher; It is the key successful factor that a copany keep the needs of customers and execute value-chain management well in the process of internationalization; It is channel why some well-known companies, such as Acer Group, President Group etc., merged foreign companies; Marketing channels is the way to connect producers and customers, difficult to build, costing and time-consuming, theefore, it can become the competitive advantage. In the research, internal and external environment factors, channel structure, channel management, channel performance will be discussed. The major objects includes: 1. discuss the effects among environment factors, channel structures channel policies, and channel management. 2. discuss the decisions of channel structuresm channel policies,and channel management. 3. discuss the effects of channel structures, channel policies, and channel management to channel performance. 4. discuss the changes of channel structures, channel policies, and channel management in different stages of internationalization. The research is analyzed through cade study, and the primary data were collected form hi-tech manufacturers, especially from computer and electronic manufactures. The empirical findings are summarized as follows: For channel Structures: The channel structures reflect local buying behaviors, then a company should depend on comany resources and company size to select the best mode to enter. A small-scale company could enter a foreign market through exporting, distributors, branch offices, step by step; in other words, the optimal entry mode is considering between profits and risks. The channel length depends on the complexity of products. The most important factors to select channel members are selling performance and credit status, moreover, the synergy effect is another key factor. For Channel Management: The channel in higher control performs better generally. The relationship among channel members could be hardened by substantial operation support directly. Recently, it is common for the prices of electronic products to slump step by step, thus the value-chain management is more important. Facing the changing of channel structures, it should pay more attention to the channel management of original members.

Many companies from around the world enter the global market. The firms have to specialize in order to sustain their competitiveness. Many Taiwanese companies are export-oriented. The major export markets are Japan, the US and Europe for those Taiwan companies. But these markets are mature and the growth rate is low unlike Russian market. That is why many Taiwan companies entered or plan to enter Russian market. Due to the fact that Russia is a potentially big market and geographically far from Taiwan-ROC, and a fast developing economy, establishing business in Russia is certainly interesting. According to the Bureau of Foreign Trade, Ministry of Economic Affairs Taiwan- ROC, mutual trade in 2009 posted US$2,9 billion, Bureau of Foreign Trade (2010). While many companies show great interest in entering the Russian market, there still seems to be some kind of hesitation due to the special nature of the Russian market. In this thesis I will focus on an emerging Russian market and its appeal to foreign companies, namely Taiwanese company such as Asus which made its path into Russian market. Target is to describe Asus initial entry strategies. Problem Statement There are many external factors affecting entry strategies picked up by firms around the world. Legal, political, cultural and institutional factors are just some of the many factors that should be dealt with when operating business on a foreign turf. Many people want to know more on Russian market business experiences, it is hard to find any particular works/papers which can describe a current situation and lead them to commercial success. Russian Federation is a very complex region with its own traditions and business culture. What particular Foreign Operation Methods should a company choose? Indeed choosing right FOM represents a critical component of international business activity. Once described as a ”frontier issue” in international business, researchers as well as practitioners now regard it as fundamental to any discussions about international business strategies and the performance by companies in the international arena. Purpose Despite the fact that in Russian Federation the cost of opening a business is higher than in most other countries and many other destabilizing factors, Asus has found its path to success. How was it possible? What are the lessons one can learn from that experience? The purpose of the thesis is to find out the success factors of Asus as well as study its entry strategy. The research purposes of this paper are as follows: 1. To review the related literature of Entry Strategies 2. To study Russian market 3. To analyze Asus initial entry strategies and analyze its Russian business