Dealer Management Reengineering – A Case Study of A Leading Beverage Manafacturer in Taiwan

• Main Authors: Yang-hsing Yeh, 葉陽興
• Other Authors: Chin-Yuan Ho
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/65819540700158488499

碩士 === 國立中央大學 === 資訊管理學系碩士在職專班 === 99 === Traditional manufacturing sector in the global trading environments needs to reduce production costs to improve overall profits and to enhance overall competitiveness through global deployment. Affecting the the marketing performance and business profits, the dealers are important resources in sales channels for manufacturers. However, other than the salesforces have direct contacts with distributors, the dealer system is often ignored and excluded from the company’s annual targets, and as a result the back-end support is also interrupted. The dealer management system has to be refocused and reengineered so that distributors can be manufacturers’ business extensions. A leading beverage manafacturer in Taiwan is taken as the case company of which the dealer management reengineering is investigated in this research. The researcher interviewed and surveyed the existing dealers of the case company to understand their information and function needs for dealer management system (DMS). DMS will be augmented and upgraded to attract dealers to use the system, so that dealers’ sales information can be obtained and analyzed to develop marketing and production strategies. Moreover, balanced scorecards (BSC) are incorporated into the dealer management to establish a sound, fair and institutionalized dealer management practices, supported by DMS so that dealer''s performance appraisal can be improved. The goal of dealer management reengineering is to strengthen the interdependence between the case company and its distributors, and to enhance dealer compliance, so the case company’s sales strategy can be implemented and to achieve a win-win partnership.