Exploring the "product window" and "client window" strategies of large domestic distributors of electronic components

• Main Authors: Wen-Liang Lo, 羅文良
• Other Authors: Jen-Shyan Chen
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/vfm9n9

碩士 === 銘傳大學 === 管理研究所碩士在職專班 === 96 === This research attempts to use the business model of large domestic distributors of electronic components to explore how to adjust the company''s resources along with not only the growing diversification and increasingly short life cycle of products, also the increasingly diverse customer base and different customer needs. What kind of ability can be constructed to effectively create value on an interaction point with customers? The development of Taiwan''s electronics industry has resulted in the proliferation of domestic electronic components distributors, however research on the business models of domestic distributor channels is rather limited, so this study hopes to clarify problems related to the business model of domestic electronic components distributors, and how the channel business model can respond to changes in the industry environment. How can the channel business models operate and build required resource abilities? What are the challenges and points that need to be given attention to while choosing and changing the channel business model? These questions are explored and related research conclusions and recommendations are proposed, providing a reference for large domestic electronic component distributors when they are adopting business models. The relevant conclusions that this study proposes can be divided into the following three points: I. Choosing a channel business model: this study finds that the "products window" channel business model is suitable for an operating environment with low integration demand, it pursues the optimal operational efficiency of individual product lines as the main goal. The "client window" channel business model is applicable to business environments with high demands for integration; it pursues customer satisfaction and the integration of the original manufacturer as the main goal. II. The construction of channel business model resource abilities: the goals pursued and operations of the two models are different, but for whichever channel business model, basically the more it can control the construction of resource ability and satisfy the actual needs of customers, the more it can quickly respond and solve problems, the more efficient the work process and resource allocation, then the better the performance of the adopted channel business model. III. The adjustment of channel business models: The needs for the distributors to provide integration functions in the market are increasing, so practical exploration finds that when the distributors are adjusting channel business models, they often change from "products window" into "client window" channel business models.