行銷通路的研究，在企業涉及外在資源運用時，變得極為重要，而通路領導的研究又佔有重要的地位。然而，過去相關通路領導文獻中，分系行銷通路系統內行銷資訊者不多，並且對不同的通路角色掌握關鍵行銷資訊產生的影響等問題，尚未有學者深入研究。因此，本研究只在更精確的界定通路領導關鍵行銷資訊的意義，並劃分通路領袖與關鍵行銷資訊的類型，以進一步探討關鍵行銷資訊與通路領袖的相關性、分析通路成員應掌握哪些關係行銷資訊以成為通路領袖、採取什麼通路策略的通路成員比較容易掌握關鍵行銷資訊、以及通路角色對於關鍵行銷資訊和通路領袖關係的影響。 本研究為探索省研究，為求深入瞭解此新興的議題，本研究採用個案研究方法進行探討。本研究針對了十八個案，同時運用深度訪談、次級資料分析、問卷調查、專家評選等方法，以建立關鍵行銷資訊、通路領袖、通路策略、通路角色之研究架構，並實證所引伸出不同的研究命題。為避免研究者所作的推論過於主觀，本研究設了結構式表格彙集整理資料，同時，兼採用定性和定量分析方法，例如：比較通路領袖和非通路領袖差異時，是以無母數統計檢定兩者差異的顯著性；在分析通論領袖的領導構面上，是以個案公司的上、下游通路成員以李克特尺五點順序尺度表示同意的程度，然後以t-test檢定這些通路成員意見的顯著性。 經過多方歸納論證，本研究根據研究架構推演出五個主要的研究命題，主要發現與涵義分述如下：第一，本研究發展出兩個通路領導構面（定規程度和互動程度），並可據此分類通路領袖類型（控制型和參與型通路領袖），雖然此分類架構與理想的分類架構仍有段距離，但本研究初步證實其有效性，足以提供後續研究的參考。第二，本研究以一個完整、全面系統的觀念，將關鍵行銷訊分類為成本導向和市場導向兩大類，並且分析出各類型關鍵行銷資訊的內涵，本研究提出關鍵行銷資訊分類架構，將能提供後續研究對行銷資訊分類的參考，同時對行銷資訊理論的精煉與應用有相當的貢獻。第三，本研究提出通路成員可藉由掌握觀關鍵行銷資訊而成為通路領袖的論點，已成功推功推導為理論，並且獲得個案的分析，發展出相關的命題，這不僅對行銷資訊的重要性提供了新的詮釋，同時也對通路領袖找到一個新的研究方向。第四，本研究發現通路領袖的經營績效比非通路領袖的經營績效較佳，這也解釋了通路成員想成為通路領袖的主要原因，第五，本研究發現要成為不同類型的通路領袖，必須掌握不同類型的關鍵行銷資訊，因此，根據本研究的論點，通路成員可掌握適當的關鍵行銷資訊類型，而成為通路領袖。第六，本研通路領袖採取的通路策略，與其掌握的關鍵行銷資訊具有高度的相關性，因此，企業若想成為通路領袖，應審慎評估所採取的通路策略類型，即對掌握關鍵行銷資訊的關係性，而能以最有效的方法，掌握到相關類型的關鍵行銷資訊，成為不同類型的通路領袖。第七，本研究發現不同的通路角色要成為通路領袖，所掌握的關鍵行銷資訊會不一樣，因此，企業在落實應用時，可針對不同通路角色在行銷通路系統中所交換的行銷資訊，各別分析與建立關係行銷資訊及其資訊內涵。

Syfte Syftet med uppsatsen är att vi ska identifiera nya potentiella utvecklingsmöjligheter med direktreklam. Vilken betydelse har DR för företagen? Metod Den här uppsatsen har vi valt att genomföra utifrån en deduktiv ansats med en kvalitativ karaktär. Det här valet gjorde vi därför att vår strävan har varit att kunna besvara vårt forskningsproblem. Vi har genomfört sex intervjuer, för att ha kunnat samla in våra empiriska data, med personer i ledande positioner på företag som arbetar eller är i kontakt med direktreklam. Tre av dessa har varit personliga intervjuer, två telefonintervjuer och en via e-post. Slutsatser Vi har kommit fram till att direktreklam är en mycket stark och fortfarande mycket aktuell marknadsföringskanal. Trots den stämpel som direktreklamen har fått, av att vara skräppost och junkmail, så har kanalen ändå något alldeles extra att tillföra konsumenterna tycker vi. Direktreklamens fysiska attribut skapar en speciell känsla bland mottagarna av den. Direktreklamen har flera positivt utmärkande egenskaper då vi anser att den både kan driva försäljning och bygga varumärken så länge som dess budskap är relevant för konsumenten. För att relevansen skall finnas med i meddelandet måste företag hantera konsumenternas integritet med respekt. Den integriteten kan företagen respektera genom att ha en tillräckligt nära kommunikation med kunden, vilket på sikt även stärker relationen. Kommunikationen mellan företagen och kunderna sker genom den adresserade direktreklamen som därför har kommit att bli aktuell för oss att utveckla. Utvecklingsmöjligheterna ligger därför i att konsumenterna ska kunna, via internet, välja vilken reklam som de själva vill ha i brevlådan. Det här samtycket bidrar till att kunderna blir sedda, vilket på sikt kan leda till att deras lojalitet inför både företaget och dess varumärke kan stärkas. När kunderna blir lojala så kommer också företagens träffsäkerhet med utskicken att bli bättre. Konsekvensen av det kan bli att den totala volymen av direktreklam minskar, vilket i sin tur leder till en bättre miljö, samtidigt som företagens distributionskostnader reduceras. När andelen av nöjda kunder växer så ökar också lönsamheten för företagen. Därför anser vi att det här förslaget är något som både företagen och kunderna tjänar på i längden, då modellen bidrar till en win - win situation där båda parterna till slut blir vinnare. / Purpose The purpose of this essay is to identify new development opportunities for direct mail. What impact has direct mail on the companies? Method This essay we have chosen to implement is based on a deductive approach with a qualitative nature. We made this choice to be able to answer our research problem. We have conducted six interviews, to collect our empirical data, with managers in companies that are working or in contact with direct mail. Three of these were personal interviews, two telephone interviews and one was made by e-mail. Conclusions We have found that direct mail is still a very strong and very current marketing channel. Despite the stigma that direct mail has been received to be spam and junk mail it has something special to bring to the customers. Direct mail´s physical attributes creates a special feeling among consumers. Direct mail has several positive features, since we believe that it can both drive sales and build brands as long as its message is relevant to the consumer. For the relevance to be included in the message, companies have to deal with consumer privacy with respect. Companies can conform to consumer´s integrity by having a sufficiently close communication with the customer, which in time also strengthens the relationship. Companies communicate with customers through the addressed direct mail, which therefore has to be defined for us to develop. The potential is therefore in that the consumer can by using an internet based technology choose the advertising that they want in their mailbox. This permission marketing based solution helps companies to have a better look on their clients, which also could ultimately lead to strength consumer´s loyalty. As customers become more loyal so will the companies' success rates by mailing to be better. The total volume of direct mail will be reduced which leads to a better environment conditions, while companies distribution costs will be also decreased. When the percentage of satisfied customers grows, the profitability of companies will increase. Therefore, we believe that this proposal is something that both businesses and customers benefit from in the long run as the model contributes to a win - win situation where both parties end up being winners.

[pt] Para suprir a demanda crescente por alimentos orgânicos, houve um aumento da oferta dessa categoria de alimentos e muitos produtores aderiram a esse método sustentável de produção. Para abastecerem os centros urbanos e os clientes, muitos desenvolveram parcerias com o intuito de se ajudarem e distribuírem amplamente a produção. Com isso, o objetivo desse trabalho é identificar os fatores que facilitam e dificultam a comercialização dos alimentos orgânicos no estado do Rio de Janeiro e como os empreendedores lidam com eles por meio de suas estratégias de negócio, envolvendo, sobretudo, parcerias e redes de colaboração. A fim de atingir os objetivos propostos, foi utilizada a estratégia de estudos de casos múltiplos com duas organizações que adotam diferentes modelos de comercialização. Foram realizadas entrevistas em profundidade com gestores e stakeholders e analisados documentos referentes a esses negócios. Nos resultados, destacam-se, como fatores facilitadores, as parcerias entre produtores para certificação e transporte e entre eles e alguns revendedores finais. Essas parcerias, por envolverem a formação de laços de confiança entre os próprios produtores de feiras orgânicas e de cooperativas e com os vendedores, ajudam a encurtar a cadeia de suprimento, aumentando os lucros de produção. Já como barreiras, os custos, e a falta de certificação de vendedores apareceram como as que mais se destacam. As parcerias entre fornecedores, a adoção de certificação SPG por produtores e a venda de produtos certificados são estratégias competitivas que aparecem como relevantes. Este trabalho contribui para que as organizações envolvidas nesse comércio consigam aprimorar suas estratégias, processos e relacionamentos. / [en] In order to meet the growing demand for organic food, there was an increase in supply of this food category and many producers have joined this sustainable method of production. For supplying urban centers and customers, many have developed partnerships with the aim of helping and widely distribute production. The aim of this study is to identify the factors that facilitate and make harder the marketing of organic food in the state of Rio de Janeiro and how entrepreneurs deal with them through their business strategies, involving, above all, partnerships and collaborative networks. In order to achieve the proposed objectives, it was used the strategy of multiple case studies with two organizations that adopt different marketing models. In-depth interviews were conducted with managers and stakeholders and documents related to these businesses were analyzed. As a result, it stands out as facilitating factors the partnerships between producers for certification and transport and between these and some resellers to make sales. These partnerships involve the formation of bonds of trust between producers (organic fairs, cooperatives) and producers and sellers, which help to shorten the supply chain, increasing the profits of producers. As for barriers, costs, lack of sellers certification emerged as the most prominent. Partnerships between suppliers, the adoption of SPG certification by producers and the sale of certified products are competitive strategies that appear to be relevant. This work contributes to the organizations involved in this trade hone their strategies, processes and relationships.

多年來，台灣報業穩定的市場生態，於2003年5月《蘋果日報》正式創刊後，進入了一個全新的階段。《蘋果日報》是台灣首次以零售通路為主體，成功打開長期由三報所壟斷的市場通路，全新的版面風格及大膽的報導角度，不僅帶給本地讀者新的閱讀感受，更進一步促成台灣本土報業生態的重組，在《蘋果日報》的衝擊之下，台灣傳統報業所面臨的挑戰，除了同業之間的競爭，更可怕的是本土報業整體市場的萎縮。《蘋果日報》加入台灣當地讀者的資訊取得通路，憑藉本身強大的產品競爭力，對台灣本地的報業市場造成了嚴重的威脅。 / 有鑑於此，本研究將《蘋果日報》發行後的市場稱為台灣報業的「新競爭時代」，針對六位具有代表性的資深報紙從業人員，分別從市場環境、通路型態、通路控制、業務推廣策略以及報業未來挑戰等觀點，進行深度訪談，同時結合研究者親身參與觀察所蒐集的資料，以行銷學4P中的行銷通路（place）作為主軸，研究新競爭時代，台中地區四家主要報紙行銷通路的型態與作為，並分析未來所能採取的行銷策略。 / In the recent years, the stable marketing ecology of newspaper industry in Taiwan entered a brand new stage with the publication of APPLE DAILY in May, 2003. By the way of retails, APPLE DAILY succeeded to break the marketing channel which monopolized by three newspapers for a long time. Its brand new layout and content not only brought lots of fun to local readers but caused the reorganization of newspaper industry in Taiwan. Under the impact of APPLE DAILY, the newspaper industry faced the competition from the same business. Moreover, the whole market became atrophy. It had posed serious threat to the newspaper industry.Therefore, the market was called “the new competition age of newspaper industry” in the thesis. In view of six representative senior newspaper jobholders, the researcher will carry on the depth interview separately from marketing environment, channel state, channel control, promotion strategy as well as the future challenge of newspaper industry and so on. Simultaneously, the researcher would unify the information collected by his participation and observation. The thesis would take the “Place” in 4P of Marketing Theories for the main axle to study the marketing channel state and conducts taken by the four newspaper agents in Taichung. Finally, the thesis constructed the marketing strategy which would be able to adopt in the future.

台灣資訊電子業自八零年代初期開始，憑藉著充沛且低廉的高素質勞動力，為歐、美、日等國際大廠從事OEM、ODM業務，為自身培育出堅強的製造與設計研發能力，並且為台灣創下經濟奇蹟以及獲得「電腦王國」的稱號。然而這種主要為滿足國際大廠需求而塑造出來的發展模式，使得台灣廠商習慣於接受客戶訂單要求的經營模式，對於廠商本身在定義產品、國際行銷、品牌發展以及通路經營等方面並未有長足進步。此外，近年來受到全球化、區域經濟整合以及新興市場國家的崛起，加上台灣已逐漸邁入已開發國家，勞力不再低廉、土地成本高漲、環保意識逐漸抬頭等，使台灣廠商過去所仰賴的競爭優勢已不復存在。施振榮先生提出「微笑曲線」，他認為台灣產業必須從過去附加價值低的製造代工的角色，轉型走向價值鏈兩端的研發設計與品牌經營。近幾年來，企業界和政府已經感受到品牌對於企業經營的重要性，以目前看來，已經有許多台灣自有品牌廠商在各自領域中大放異彩，並且在全球市場上占有一席之地。 過去對於台灣廠商在自有品牌經營的發展狀況，已有許多學者專家投入相關議題的研究。然而在研究上大多為探索台灣企業經營自有品牌成功的關鍵因素，或者是自有品牌的經營策略，對於自有品牌成功關鍵因素之一的行銷通路建構，其相關議題研究較少。因此，本研究將著重於影響企業經營自有品牌成功的關鍵因素中，被多數研究所認同的關鍵成功因素：「行銷通路建構」，進行深入探討，並且針對從創業開始便從事自有品牌經營的廠商進行研究，藉以充分瞭解廠商自有品牌建立的實務過程。本研究擬採用個案研究方式，以在網通產業品牌經營有成的D-Link友訊科技與A公司作為本研究的個案對象，期望將有助於其他有志發展自有品牌之企業作為其未來經營之參考依據。 本研究之研究問題有三：1.台灣自有品牌廠商的國際行銷通路建構型態與方式為何？2.台灣自有品牌廠商在國際行銷通路建構過程中對於不同市場特性、產品組合與通路商類型的因應方式與對策為何？3.影響台灣自有品牌廠商國際行銷通路建構的關鍵性因素與作法為何？ 本研究先行針對相關文獻進行回顧，瞭解可作為通路建構模式的相關文獻，包括「自有品牌」、「行銷通路」、「組織學習理論」以及「資源基礎論」等相關理論，並透過個案訪談以及次級資料蒐集整理方式，獲得個案公司資訊，並分析個案公司的通路建構模式。本研究主要獲得以下結論： 1.自有品牌廠商在進入國際市場初期，地區代理商為其主要的行銷通路。然而經營主管對於通路經營理念上的差異，便會造成通路商數量選擇上的不同。此後，廠商便會針對通路商從事系統性的通路整合與管理，發展出整體行銷通路體系。 2.自有品牌廠商在各地區當地的業務主管與經營團隊成員對於其通路建構成功與後續通路管理扮演不可或缺的角色。 3.自有品牌廠商透過與通路商溝通以及提供通路商教育輔導，將有助於產品銷售以及減少通路衝突，強化彼此關係，創造彼此利益。 4.自有品牌廠商所提供的高品質、高效能的產品，將有助於廠商國際行銷通路之建構。 5.自有品牌廠商透過資源蓄積與組織外部學習方式，所建構出在資源面與能力面上的新策略性資源，將有助於廠商行銷通路建構。然而自有品牌廠商組織文化上的差異，將會造成通路建構策略與方式上的不同。 本研究對於實務上的管理建議為： 1.自有品牌廠商宜著重技術深耕與研發並且提供通路商高品質的產品與服務。 2.自有品牌廠商宜重視與授權在地化經營以增進在地經營團隊對於企業的認同感。 3.自有品牌廠商宜建立完善的組織學習機制。 關鍵字：自有品牌、行銷通路、組織學習、資源基礎論 / Taiwanese electronic companies are good at manufacturing and design, and take OEM/ODM business for the first-tier international electronic companies. However, in recently, the competitive advantages of Taiwanese companies gradually decline due to the booming of the the developing countries. Thus, industrial and government highly appealed the companies to develop their own brand, and hoped it will show good performances in the near future. Until now, some of the companies reveal outstanding results in their own industry, and become the global well-know enterprises. In the past, it had been many researches who did the relevant topics about the Taiwanese companies establishing their own brand. Neverethelss, most of the researches focused on discussion the successful factors of establishing own brand or the own brand business strategy rather than on establishing marketing channel, the key successful factor of establishing own brand. Thus, the study will focus on discussion the market channel establishment, and select to research the own brand companies which built their own brand from start-up in order to understand the practical procedure. The case companies are D-Link and A Corp., the first tier Taiwanese network communication manufacture company. Their remarkable performance can be the examples for the other companies to follow them. The main literature in this study includes own brand, marketing channel, organizational learning, and resource-base theory. The study takes case interview and collect the second-hand data to acquire the critical information of the case companies and analyze their marketing channel model. There are several conclusions from the study: 1.In the early stage of entry international market, own brand company’s main channel is local agency. However, the different channel management ideas between the leaders will induce to select differenct channels numbers. However, own brand companies will gradually conduct channel integration and management to develop their whole marketing channel system. 2.The local mangers and business teams of the own brand companies play the key players to establish marketing channel and their channel management. 3.Own brand companies who usually communicate with the channel members and provide education course for the channel parmters will bring benefits for their sales, reduce the conflicts, consolidate mutual relationship, and create mutual benefits. 4.Own brand companies who provide high quality and performance products will bring positive effects to establish marketing channel. 5.Own brand companies who accumulate internal resources and conduct external organizational learning will build strategy assets in assets and capabilities sides. Neveretheless, the organizational cultural difference will make a difference in the strategy and method of establishing marketing channel. In the study, the managerial suggestions for the companies who would like to develop their own brand include: 1.The companies have to focus on strengthen their R&D and provide high quality and performance products for their channel partners. 2.The companies have to empower the localization and promote the local business teams’ identity for the company. 3.The companies have to build a well-done organizational learning system. Key words: Own Brand, Marketing Channel, Organizational Learning, Resource Based Theory

Internet når idag över 8 miljoner människor i Sverige och är en naturlig del av vardagen för många. För företag betyder detta en viktig marknadsföringskanal som inte bör underskattas. Genom att kommunicera med målgruppen via plattformer såsom sociala nätverk, bloggar och mikrobloggar kan företag erbjuda mervärde och bygga relationer online. Genom att utnyttja rätt marknadsföringskanal kan onlinemarknadsföring undvika att uppfattas som påträngande för konsumenten och istället inspirera på ett hjälpfullt sätt.Syftet med studien är att med en kartläggning av fast-fashionkonsumenters nätbeteende och attityder fastställa hur modeföretaget Gina Tricot som har flera försäljningskanaler kan öka besöksfrekvensen till den virtuella butiken genom marknadsföring online. Uppsatsen har en kvalitativ ansats med en fallstudiedesign. De insamlade empiriska data är av både kvalitativ och kvantitativ natur då både en bredd och ett djup har eftersträvats. Datamaterialet består av en webbenkät med 181 respondenter, strukturerade intervjuer på stan med 120 respondenter, två gruppintervjuer samt en personlig intervju med en marknadskoordinator.Det empiriska materialet har analyserats utifrån den teoretiska referensramen bestående av teorier om onlinemarknadsföring, konsumentbeteende samt multi-channel-återförsäljning. Studien har visat att bloggar är en stark marknadsföringskanal för modeföretag då konsumenterna känner en stor tillit till bloggare samt då det hjälper dem att förkorta köpprocessen. Analysen visar även att det genom sociala nätverk är viktigt för modeföretag att bygga relationer samt aktivt kommunicera med målgruppen för att skapa lojalitet. Andra starka kanaler har visat sig vara nyhetsbrev samt banners. För att stärka Gina Tricots webbutik har ett behov observerats av att uppmärksamma det breda sortiment som finns representerat på Internet då större utbud visat sig vara det starkaste motivet till onlineshopping i studien. Resultatet visade även att webbutiken behöver erbjuda en högre visuell upplevelse då exponeringen av produkterna på ginatricot.com idag inte överkommer den stora riskuppfattning som köp av kläder online innebär för konsumenten. Sett utifrån ett marknadsföringsperspektiv kan denna förändring ha en positiv word of mouth effekt samt kan till fördel användas vid exponering av produkter på sociala nätverk.Internet reaches today over 8 million people in Sweden and has become a natural part of the everyday life. For companies this means a marketing channel too important to ignore. By communicating with the target group via social networks, blogs and micro blogs the company is able to offer an added value and to build relationships online. By choosing the right marketing channel and strategy the online marketing is able to avoid being seen as intrusive and the consumer could instead perceive the marketing as inspiring and helpful. When using a multichannel perspective offering e-commerce, marketing online becomes important to manage increased awareness and generate more traffic to the web site.The purpose of the study is by the identification of fast fashion consumer’s behavior and attitudes determine how the fashion company Gina Tricot is able to increase the traffic to their virtual store through marketing online. The paper has a case study design with a qualitative approach. The empirical data are both qualitative and quantitative to ensure a depth and a width to the thesis. The gathering of the data has been made through a web survey which consists of 181 respondents, 120 structured interviews, two group interviews and one interview with a market coordinator. The gathered empirics have been analyzed according to the theoretical framework which consists of theories regarding online marketing, consumer behavior and multi-channel retailing.The findings made in the thesis show that blogs are a strong marketing channel because of the great trust consumers feel towards bloggers and since blogs also help consumers to abbreviate the buying process. The analysis also shows that it is important to build relationships on social networks and to actively keep a two-way communication in order to create loyalty. Other effective marketing channels are companies’ newsletters and banner ads. To strengthen the image of the online store of Gina Tricot we have observed a need to inform the consumer of the wide and more unique assortment they offer online since a larger assortment and uniqueness has shown being the strongest reason for online shopping in this thesis. The result also showed that the web shop needs to provide a higher visual experience since the exposure of today’s products on ginatricot.com do not overcome the consumer’s risk perception of buying clothes online. From a marketing perspective this change can have a positive word of mouth effect among consumers and can be used positively when displaying products on social networks. / Program: Textilekonomutbildningen

近年大陸採經濟開放政策，對於各種物資需求相當殷切，大陸市場之大， 是未來各國主要目標市場之一。如何在這大市場中贏得商機，是全世界各 國及廠商的願望。大陸以往是計劃經濟體制與西方自由經濟體制為截然不 同的兩種體制，西方的管理技術與經驗是否能應用在中國大陸上，各國無 不密切注意。對於同樣中國人的台灣，雖然在以往有四十年的隔閡，造成 了觀念上極大差異，但在語言、思想等亦較西方各國了解大陸，因此台灣 具有較大的優勢去開拓中國大陸這個市場。因此，本論文是以台灣食品廠 商在大陸設廠之廠商做為研究的對象，其研究的主題包含有1979年以前 與1979年以後大陸的流通體制、目前大陸食品通路的型態、台商在大陸所 採行的通路策略為何、通路的設立過程以及不同的通路是否會影響台商在 大陸的行銷策略。本研究發現各個廠商在通路的設立過程有所差異、通路 型態的不同並不會影響廠商在大陸所採行之行銷策略。在1993年為止大陸 食品通路的型態有糧食管理站、國營企業的生活系統、副食品商店、糖煙 酒系統、農工商公司、供銷合作社、百貨公司、超級市場、食品加工廠及 餐廳、專賣店的設立、自由市場。在1979年以前大陸的通路為計畫性的流 通體制，在1979年以後流通體制隨著經濟的開放而開放，打破過去的體制 。廠商並無偏好某一型態的通路，僅以公司本身過去的經驗、公司的特性 、通路的特性及公司產品來決定。

回顧近50年來台灣的產業發展歷程，自1980年進入資訊電子產業以後，經濟發展始開始呈現高度成長。時至2004，台灣主要硬體產品在海內外總產值達到684億美元，高居全球前五位，並預估2006年可達到800億美元。我國資訊電子產業自80年代初期乃是以OEM（Original Equipment Manufacturing）代工的方式開始發展，憑藉著廉價的勞力及土地等生產要素，達到低成本的製造優勢；然而近年來，台灣選擇專業代工的風險已開始逐漸顯現。隨著資訊產品發展成熟，普及率增加，品牌廠商為了提高市場佔有率，也開始進入以價格競爭的階段；此外，當初具有之成本優勢也隨著中國大陸經濟體的興起以及勞動成本、土地成本等上升而日漸消失，因此台灣資訊電子廠商走向微笑曲線兩端的趨勢已經無法避免。 有鑑於上述的產業發展現況，近年來學術界對於自有品牌相關議題的研究也愈發重視。然而，過去的研究重點往往放在自有品牌的發展策略、關鍵成功因素等策略層面或理論層面的探討，對於建立自有品牌實務歷程的研究則著墨較少。在自創品牌的相關研究中，除了眾多學者多認為行銷通路建立為自創品牌關鍵成功因素之外，宏碁集團創辦人施振榮也曾特別指出：「建立品牌過程中，通路的建立是重點」，故本篇論文針對自創品牌關鍵成功因素之一的「行銷通路建構歷程」進行研究。本研究透過個案研究的方式，針對國內資訊電子業建立自有品牌上較具成功經驗之企業 － 明基電通（BenQ）加以深入探討，期能得到新的啟發，並供實務界參考，為台灣的產業升級做出貢獻。 本研究首先透過相關文獻的探討，瞭解可作為分析通路建構歷程之相關文獻，包括「自有品牌建立」、「通路理論」、「動態能力」、「組織學習」等相關理論，並透過個案公司訪談以及次級文獻蒐集獲得個案公司資訊，最後分析個案公司 之通路建構歷程。本研究之發現如下： 1. 由OEM/ODM轉型自有品牌經營之企業，其通路建構歷程會先進行行銷（通路）部門的組織設計與改造、運作流程設計、以及行銷通路人員的招募等前置作業 2. 由OEM/ODM轉型自有品牌經營之企業在建立自有品牌產品之行銷通路時，其自有品牌產品線與其代工產品關連性愈高，則通路建構歷程愈易於進行，且通路績效表現愈佳 3. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，會致力於進行雙迴圈學習及高階學習，並建立新的價值觀及規範，以提升通路建構及通路管理之成效 4. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若能夠在創造學習外取得新的知識來源或他人的通路經驗以進行模仿學習，則有助於通路建構績效之提升 5. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若能夠透過跨產品線、跨市場地區的行銷通路相關人員進行定期交流聚會與知識分享，則有助於通路建構績效之提升 6. 由OEM/ODM轉型自有品牌經營之企業，若能夠將通路建構歷程中所取得的知識及經驗進行資料庫之建構，則有助於通路建構績效之提升 7. 由OEM/ODM轉型自有品牌經營之企業，若其組織具有較高的組織彈性以及較快的回應能力，則有助於通路建構績效之提升 8. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若於目標市場擁有足夠的市場性資產（如商譽）、結構性資產（如製造能力、供應鏈管理），則有助於通路建構績效之提升 9. 企業在建構國際通路時，其通路策略及通路管理作法上會視各國市場特性之不同而有所不同 10. 企業在建構國際通路時，其相關通路建構之主要決策權若由各地子公司掌握，則有助於企業通路建構及通路管理之成效 11. 企業在建構國際通路時，若能夠使用在地人力資源，則有助於通路建構之進行 / The electronic industry first developed in Taiwan in 1980s by OEM operation. But with the strong challenge from China and the pressure of price competition, the risk of OEM/ODM business model is growing higher and higher nowadays. Given this industry condition, academic and industrial filed are paying more attention to those issues about transformation from OEM/ODM to OBM. Nevertheless, “Building Marketing Channel”, which is one critical factor in the transformation process, is neglected among others. Therefore, this research focuses on the practical building process of marketing channel, not only aims to trigger the following studies on this issue, but also like to find some insights into the marketing channel building process and help the industry to succeed in the transformation from OEM/ODM to OBM. Compare to other studies that more focus on the “Channel Strategy” or channel itself, this research focuses on an issue that rarely be touched by researchers. For that reason, this research is more an “Exploratory Research” essentially. This research adopts “Case-Study Method”, looks into the marketing channel building process by interviewing with personnel of case company and reading second-hand materials about the case company, then derives findings and conclusions by analysis the building process with the framework of “Dynamic Capability” and “Organizational Learning” Findings of this research could be divided into three major subjects, following list each of the three subjects and the implication of it. 1. Features of marketing channel building process of OEM/ODM companies in transformation to OBM Marketing channel building process of OEM/ODM companies in transformation to OBM should be initiated by designing the marketing related function and organization structure 2. Marketing channel building process and “Organizational Learning” Companies in transformation to OBM should engage in “Double-loop Learning” to enhance the result of marketing channel building process 3. Marketing channel building process and “Dynamic Capability” Companies in transformation to OBM should improve capabilities of “Process” and “Position” categories to enhance the result of marketing channel building process For industry practice, this research suggests that companies should endeavor to obtain necessary knowledge, create as many sources of learning as possible, and also design an effective organizational learning system in the marketing channel building process. In the other hand, companies should also improve their dynamic capabilities with the new knowledge in the whole process, especially in “Process” and “Position” categories. For academic field, since the major limit of this research is the lack of inferential reliability with single-case method, this research suggest following researchers to conduct further research on this topic with multi-case or quantitative method and verify the findings and conclusions of this research.

在經濟活動發展迅速的情形下，產品的競爭與多樣化使得廠商在價格之外，也須將行銷策略納入考量。研究行銷通路中成員互動的理論模型從靜態模型開始，到用動態微分賽局的模型來研究廠商間的互動，過去的研究文獻得到了兩點結論：第一，通路合作為Pareto最適。第二，在通路無法合作的情況下，利用合作機制的建立，能使均衡結果產生Pareto改善。 然而，過去的文獻卻未說明將通路合作放入合作廣告的模型中，通路合作是否仍為Pareto最適。因此，本研究沿用Jørgensen et al.(2003)合作廣告模型的設定，將通路合作的情況放入模型中，比較通路合作、零售商遠視、零售商短視與合作廣告四種情形均衡時的行銷策略及廠商的利潤，並探討通路合作在合作廣告的模型中是否仍為Pareto最適。

Made available in DSpace on 2016-06-02T19:51:40Z (GMT). No. of bitstreams: 1 2603.pdf: 592737 bytes, checksum: 8258f5df0e450dbb0df805c7af84e6eb (MD5) Previous issue date: 2009-07-15 / Financiadora de Estudos e Projetos / The strategy of the marketing channel can not be formulated as there was no other itens to be explored in the marketing strategy of the companies. The variable product was chosen among the other three from the marketing mix, as it is considered the activity essence of any industry. Three large areas can be highlighted as the ones more related to the marketing channel management: new product planning and development, product life-cycle and strategies related to the product management. The proposal of this work was to analyze how the interrelation between the product questions, previously quoted, and the domestic marketing channels management of the poultry industry affect their relationship with the retail link of the channel. This industry was chosen due to its importance to the national agribusiness, as a currency generator as well as to the internal market supplying. This research restricted to study the direct relationship between large companies and large retail trade operative in Brazil, not considering the wholesalers. As a research method, it was adopted the multiple case study in the poultry industry and the retail. In loco interviews were conducted with the directors of the product and marketing areas of the poultry industry and the commercial managers of the retailers. The interviews were conducted with the use of a semistructured questionnaire, validated by researchers of different areas. This research has identified that the relationship level between the poultry industry and the retail, in the three areas studied, is unsatisfactory for the involved parts. It was veriried that the new products planning an developing areas are the ones more affected by the lack of communication between the industry and the retail. In this way, the enterprises claim to more collaborative actions of their partners, in different areas, in order to begin a cooperation process between the parts. Although they pointed out this wish, both industry and retail have not shown being motivated to take any initiative in this way. This can be explained by, mainly, the market power of both actors exhibited during the final product negotiation. / A estratégia de canal de distribuição não pode ser formulada como se não houvesse outros itens a serem explorados na estratégia de marketing das empresas. A variável produto foi escolhida entre as três variáveis do composto mercadológico, por ser considerada a essência da atividade de qualquer indústria. Destacaram-se três grandes áreas de produto como aquelas que mais se relacionam com a gestão dos canais de distribuição: planejamento e desenvolvimento de novos produtos, ciclo de vida do produto e estratégias relacionadas à gestão do produto. O propósito desta dissertação foi analisar como a inter-relação entre as questões de produto anteriormente citadas e a gestão dos canais de distribuição domésticos da indústria avícola afetam seu relacionamento com o elo varejista do canal. Essa indústria foi escolhida graças a sua importância para o agronegócio nacional, tanto na geração de divisas quanto no abastecimento do mercado interno. Outro recorte dado à pesquisa foi a limitação ao estudo das grandes indústrias e das grandes redes varejistas atuantes no Brasil, com as quais estas mantêm um relacionamento direto, sem a figura dos atacadistas. Na pesquisa de campo, foi realizado um estudo de múltiplos casos na indústria avícola e no varejo, por intermédio de entrevistas presenciais com diretores da área de produto e marketing das indústrias avícolas e gerentes da área comercial dos varejistas. As entrevistas foram realizadas com o apoio de um questionário semiestruturado, validado por pesquisadores de diferentes áreas. Como resultado da pesquisa, observou-se que o relacionamento entre a indústria avícola e o varejo, nas três áreas estudadas, se mostra insatisfatório para as partes envolvidas. Evidencia-se o planejamento e desenvolvimento de novos produtos como a área mais afetada pela falta de comunicação entre esta indústria e o varejo. Neste sentido, as empresas cobram ações mais colaborativas de seus parceiros, nas diferentes áreas, para que se possa iniciar um processo de cooperação entre as partes. Apesar de indicarem esse desejo, tanto a indústria quanto o varejo não se mostram motivados a tomar nenhum tipo de iniciativa que os leve a este resultado. Isso se deve, principalmente, a força gerada pelo poder de mercado que ambos os atores imprimem no momento da negociação dos produtos finais.