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• Main Authors: Ming-yu Hsieh, 謝明彧
• Other Authors: Liang-Chih Huang
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/27431902416694629738

碩士 === 國立中山大學 === 高階經營碩士班 === 98 === In the trend of international development, multinational corporations should face three major international challenges: global integration and coordination, regional differences and responses and global innovation and learning. The backgrounds and motivations that enterprises adopt the strategy of internationalization are different. Whereas, enterprises to implement international strategies will inevitably involve the design and layout of channels. Therefore, “Distribution Channel Strategies” are the major business strategies of the overseas subsidiaries of multinational corporations. Today is the era of “who controlling the channels will win.” Besides providing superior quality products or service, enterprises should have adequate channels to, with lower cost or shorter transferring time, give customers convenient points to purchase and send the products to the target market, therefore, to create a good business performance. This thesis focuses on the distribution channel strategies of multi-national companies and gives a case study of “Taiwan Furukawa.” We investigate internal and external environments and the business performances of two distribution channel strategies, and use case study method to the empirical analysis, which belonging to a single case design with a single design pattern of the subject. Three industry analysis methods, including value chain analysis, SWOT analysis, and five force analysis, is adopted to analyze the internal and external environments. We find that the sharp drop in revenue alerted Taiwan Furukawa to investigate the agencies and corporate customers in the sales network. They found the problem is that the business objectives of the agencies and Taiwan Furukawa are inconsistent, causing a significant reduction in sales volume. Then, the revenue has grown significantly after Taiwan Furukawa adopting “direct sales” and “zero-stage channel” substituting for “indirect sales” and “one-stage channel,” respectively. Above all, we find the “zero-stage channel” has three functions, including direct sales, information channel, and customer service.