B2B廠商行銷模式轉變─以A紡織材料廠商為例

Abstract

永續發展已然成為下個世代的產品製造趨勢。因此，傳統以製造為核心能力的企業如何迎戰此波浪潮，透過循環經濟商業模式，或者天然材質的產品之應用，甚至行銷模式方面的創新，讓企業獲利並同時達到資源妥善運用效益，是國內業者面臨的經營議題。本研究即以永續發展，這個國際上蓬勃且快速影響趨勢之議題為展開研究之背景，並以個案研究法，將紡織業A公司做為分析之對象。A公司是一家新創公司，以馬尼拉麻做為主要原料，提供和紙麻紗經由造紙技術製成的紙紗線，探討如何在永續發展的議題上，將供應商巧妙的融入大型品牌業者之夥伴關係，既以透過議題行銷之推廣，達成在滿足社會需求的同時，帶動經濟發展及環境保護之共榮局面。 研究發現個案公司所採取之市場開拓策略有兩種：其一為開發新產品策略，目的在於永續機能素材的加值應用，以及吸引國內外品牌商對接。其次是開發新市場策略，其做法為以永續價值進行顧客區隔、以及透過非強制型影響策略擴大通路群體兩種。其管理上的意涵，即是進行永續發展行銷的同時，必須理解供應商同時也是品牌商，以及從B2B進入B2C的行銷之轉變。在永續發展的趨勢上，A公司以更接近顧客的顧客之方式，逐步發展自己的市場。提出了新產品開發、定義新市場區隔、發展價值主張三個行動，發展出不同於品牌商客戶創造價值的能力，以及主動提供解決永續行銷問題的能力與產品開發能力。本研究亦提出未來實務上的研究建議，提供紡織產業同業分析之參考。

Sustainable development has become the manufacturing trend of the next generation. Therefore, how can companies with traditional manufacturing as their core competence face this wave? Through circular economy business models, or the application of natural material products, and even marketing model innovations, companies can profit and at the same time achieve the benefits of proper use of resources. It is a business issue faced by domestic industry players. This research is based on the background of sustainable development, an internationally vigorous and rapidly influencing trend issue, and uses a case study method to analyze company A in the textile industry. Company A is a start-up company that uses manila hemp as the main raw material to provide paper yarn made from washi hemp yarn through papermaking technology. It discusses how to integrate suppliers into the partners of large-scale brand owners on the issue of sustainable development. Relationship, not only through the promotion of topic marketing, to achieve a co-prosperity situation that promotes economic development and environmental protection while meeting social needs. The study found that the case company adopted two market development strategies: one was the development of new product strategies, aimed at the value-added application of sustainable functional materials, and to attract domestic and foreign brands to connect. The second is the development of new market strategies, which are based on sustainable value for customer segmentation and non-compulsory influence strategies to expand the channel group. The implication of its management is that while carrying out sustainable marketing, it is necessary to understand that the supplier is also a brand, and the transition from B2B to B2C marketing. In the trend of sustainable development, company A gradually develops its own market in a way that is closer to its customers. It proposes three actions: new product development, defining new market segments, and developing value propositions, developing the ability to create value for customers different from brand owners, and to actively provide the ability to solve sustainable marketing problems and product development capabilities. This research also puts forward practical research suggestions in the future, and provides a reference for analysis of the textile industry.