電子零件通路商的競爭策略分析研究

Abstract

隨著電子產品供過於求及資訊系統的發達，加上產業內大者恆大的趨勢，電子零件通路商早已進入微利時代，。2003年上市櫃的通路商共有19家，到2012年持續股票上市櫃的僅15家。個案公司身處如此競爭的產業，要如何能持續生存，以求公司及員工的長久發展，是公司高層的責任及使命。透過蒐集同業的發展歷程及營業項目，歸納出三種類型的電子零件通路商，佐以各家的財務資料，探討各類型通路商的經營策略與績效關係。利用合宜的競爭策略工具進行分析，提供個案公司發展最適切的藍海策略及配套活動。最後根據策略三要素工具建議個案公司發展定位成為加值型電子零件通路商，同時提出三個配套案例，實際如何為相關利害關係人創造附加價值，開創三贏的生存空間。此研究結果也可協助其他電子零件通路商發展其適合的經營策略。

Due to the oversupply of electronic products and information transparency, electronic component distributors have already encounter the era of little profit margin. The big one are getting bigger in the industry. A total of 19 distributor listed in 2003 was reduced to 15 publicly traded in 2012. In such a competitive industry how to survive with a development of the Company is the top management’s responsibility and mission. From distributors’ development history and business projects, the study has classified three types of electronic components distributors. Adapting appropriate competitive strategy tools for analysis, the case Q Company has developed its most appropriate Blue Ocean Strategy and supporting activities. According to the theories, this study suggests the case Q Company for the development of positioning in the value-added electronic components distributor, put forward three supporting cases that actually create value to the stakeholders in the industry chain. The results of this study may also assist the development of other electronic components distributor competitive and suitable operating strategies.