從動態能力觀點探討海外市場通路經營發展策略-以創見在俄羅斯為例

Abstract

面對全球記憶體模組廠商激烈競爭，我國記憶體模組廠商也都藉由布局全球市場，發展自有品牌來增加國際競爭利基。如何適時適性地對全球不同地區，不同市場的變動，做出最有效的差異化策略調整，也是廠商的其中一大重點挑戰。產品通路策略對於進軍各國市場，創造競爭優勢方面扮演一個相當重要的關鍵角色。本研究從環境與組織內部定位、資產、營運流程與過去發展移動軌跡之間的關係，對個案公司進行分析與探討，了解公司於俄羅斯通路各階段發展過程之通路策略。 對模組廠最重要且關鍵的，是資金(財務資產)、上游記憶體晶商關係(結構資產)、外在環境(制度性資產)與研發技術(技術性資產)。俄國貿易環境惡劣 交易障礙高，個案公司適當將其轉化為正向的「利我不利他」的外部資產；進入俄國市場前，個案公司已在全球先進國家銷售多年，累積出多項核心技術性資產，個案公司也將累積成果轉化成為媒介性互補性資產，得到產品認證以及作業流程品質認證，獲取首購顧客信心；也因產品技術創新，累積出市場性與商譽性資產；2001股票上市，建立與供應商三星策略聯盟、夥伴關係的結構性資產；經由各項資產之累積，年年獲利居業界之冠，不斷累積最重要的財務性資產。 個案公司經營俄國通路，得到新的學習流程，包括通路架構的調整與衝突協調、交易信用額度的控管、行銷預算的運用、組織的調整與業務人員的激勵方式，需考量外部環境的改變而不斷優化﹕俄國是人治的市場，通路策略無法完全仿造經營先進國家的方法，需借重當地代理商的關係與管道；個案公司配銷通路多元，必須運用新的方法來協調與整合通路的力量；除了因時制宜的調整通路架構外，也因應外在市場的快速變動與內部產品的快速增加下，不斷的在內部組織上找出最有效率的方式進行調整 僅擁有有價值的資源、資產並非獲利的保證，而認為擁有對外在環境變動能力及有效整合協調內外部資源的組織，才是最後的贏家。

Due to intense worldwide competition, Taiwan memory module manufacturers have developed their own brands to increase competitive advantages in global markets. Implementing strategies to provide effective differentiation for distinct regions and markets is a major challenge. Developing distribution channel and product strategies for competitive advantage in different country markets is the key. In order to understand the channel strategies at the development of each stage, the relationship between assets, processes of local environment and internal organization and the path of the company expansion into the Russian market was investigated and analyzed. The most important and critical issues of module houses (memory module makers) are capital (financial assets), relationships with memory chip suppliers (structural assets), external environment (institutional assets) and R & D technology (technological assets). Russia is a harsh business environment with high trade barriers. Nevertheless, the company transformed the negative into positive external assets. Before entering the Russian market, the company operated in advanced countries for many years and accumulated a number of core technological assets. These assets were converted to complementary assets with product and quality certification which enhanced the confidence of first-time purchasers. The reputational and market assets cumulated were due to the company’s technological innovations as well. Furthermore, the structural assets of the strategic alliance and partnership with Samsung semiconductor were built after the company went public in 2001. Financial assets (cash flow) had been upsurging continuously and outperformed competitors based on these factors. After years of operating in Russia, the company learned that processes such as channel structure, internal organization, sales incentive programs, customer credit control, and marketing budget all have to be optimized based on local environmental changes. The business strategy of the Russian market is different from other advanced countries due to the “rule of man” (as opposed to the “rule of law”). An appropriate and effective channel strategy is necessary to draw on the key strategic relationships with local agents. In addition to adjusting the channel structure, the company needs to integrate and harmonize the expertise of distribution channels through continuous technical innovation and increased efficiency. This study revealed that profitability is dependent not only on valuable resources and assets but also on the ability to effectively integrate internal and external resources.