| Summary: | 碩士 === 雲林科技大學 === 企業管理系碩士班 === 98 === Taiwan is one of the most important IT countries in the world. Almost all kinds of essential IT products or components are designed, manufactured or assembled in this island; the IT-related industries were once very profitable here. However, since more and more new competitors have involved and the industry is getting mature, the profit margin of the IT-related business is dramatically shrinking in the past several years, including 3C product distribution and service.
This study devotes to find out what are the best strategies for a 3C product distributor in such a severely competitive global environment. According to the fundamental theories of innovation management, when the rate of technology innovation rises, the lifecycle of the end-products is inevitably getting shorter and shorter. Shorter lifecycle implies customers will change their 3C stuff more frequently; meanwhile, the consumers also have more and more options and their buying behavior are always changing. The more heterogeneous the goods a firm sell is, the more difficulties they have to face. Under this circumstance, the traditional supply chain techniques are no longer efficient and effective for the distribution companies to compete with their rivals in the marketplace. Therefore, figuring out the key success factors from an outstanding case is an urgent task. The result is valuable and can serve as the reference for all distributors.
This study implements qualitative research method. With the application of case study and secondary data collection, this study uses the perspective of the theoretical literatures to explain and reflect the practical phenomenon. The research subject of this study is Synnex Corporation, which is one of the most successful 3C distributors in the Asia-Pacific region. They created a successful distribution network which consists of thousands of independent retailers. Applying the strategy matrix theory raised by Si-Tu(2001), this study analyzed what are the differences of strategy which Synnex executed among different stages of their evolution progress.
In summary, this study proposes 4 research findings. First, the pattern of supply-chain activities has transformed from “salesman push” to “retailer pull”. Second, Synnex adopted the foreign investment and thereby they had enough resources to expand the market and to reach economy of scale. Third, Synnex implemented product diversification strategy to reach economy of scope, and kept continuously seeking for the cooperation with the famous brands in order to access to the new market segment. Fourth, Synnex was the first distributor who provides the maintenance service to the consumers. This innovation of operational process makes them have the chance to get the first mover advantage within this maintenance market, moreover, the excellent customer service also create positive reputation for Synnex to attract the independent retailers to join their sales network.
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