代理商的策略產能(市場)規劃-以C公司海外布局策略為例

Abstract

本研究探討電子零組件代理商C公司海外布局的策略產能規劃。透過文獻回顧了解代理商與品牌商的合作關係，並以C公司進入中國及越南市場的案例進行分析。研究發現，C公司透過代理利基型產品、配合品牌商三星集團營運策略等方式，在供應鏈協作及策略產能規劃層面實現了市場區隔與產業地位。 但隨著市場成熟，三星集團會調整代理權策略，C公司須提升應變能力以維持競爭力。 研究結論指出，代理商要在品牌商主導的市場中生存發展，必須根據自身優勢進行市場定位，建立靈活的產能布局，準確洞察需求變化。本研究為代理商的策略產能規劃提供了參考。

This study explores the strategic capacity planning of electronic component distributor Company C in its overseas expansion. Through a literature review, the collaborative relationship between distributors and brand owners is examined. Case studies of Company C entering the Chinese and Vietnamese markets are analyzed. The research finds that Company C achieved market segregation and industry status through distributing niche products and aligning with the operational strategies of its brand partner, Samsung Group, in terms of supply chain collaboration and strategic capacity planning. However, as markets mature, Samsung Group tends to withdraw distribution rights and develop new markets, requiring Company C to enhance its adaptability to maintain competitiveness. The study concludes that for distributors to survive and thrive in a market dominated by brand owners, they must position themselves based on their unique strengths, establish flexible capacity layouts, and accurately perceive demand changes. This research provides a reference for distributors' strategic capacity planning.