貿易商動態商業模式競爭策略之研究

Abstract

在臺灣經濟成長占重要地位的貿易商，在全球化、國際化及網路平台的潮流沖擊下，生存空間備受壓縮。傳統的商仲服務在價值鏈中無法再體現價值。如何在被去中間化的危機中轉型，就成為眾所矚目的議題。然而除了本國對外的進出口冒易，是否能運用臺灣既有的國際貿易實力與人才，仿效日本綜合商社的三角貿易（三國間貿易），以開拓一條藍海的出路。 在競爭優勢的概念不復可行的競爭環境中，如何選定與資源適配的行業與定位，隨時檢視客户的價值主張，以競合策略改變賽局，並不斷創造變動商業模式，以形成瞬間競爭優勢。本研究以P公司為個案研究對象，從產業分析，發掘資源，運用資源，建立生態系，到不斷改變商業模式整合資源，分享資源，從商仲角色轉型為客户經營伙伴，其核心價值更成為不可忽視的無形資產。 臺灣中小企業的資源有限，但動能充沛，更具備有敏捷靈活的特性。以不強調角力式競爭的方式，不斷找出痛點並借力使力，以競合策略發展變動商業模式，進而提供解決方案，成為價值網中不可缺的一環。

Trading companies have long played a vital role in Taiwan’s import and export businesses, but are now being rendered obsolete as a result of globalization, internalization, and platformization. Traditional broker services have lost their place in the value chain. A widely discussed question is how companies can adapt in order to overcome disintermediation. Besides direct import and export businesses based in Taiwan, is it possible to utilize the trade expertise of Taiwan’s workforce in order to establish a position in the international trade scene? The concept of competitive advantage has changed significantly in recent years, so the challenge facing many businesses is how they should best employ their resources in order to succeed and distinguish themselves from their competition. By using co-opetition to create dynamic business models, businesses can consistently maintain a competitive advantage and position themselves in the market to better address the ever-changing value propositions of their customers. This case study uses Company P as a model, covering its process of industry analysis and resource allocation. The growth process of Company P involved redistribution and integration of resources in order to maintain a strong position in the market. Strong core values, in combination with the use of a dynamic business model, have made the process of transforming Company P from being a simple broker to a managing partner of its clients possible.