本研究目的在探討台灣資訊產品代理商UT公司的核心能力，並建立出管理機會方格矩陣。透過相關文獻回顧，再與公司主管進行內部會議討論，總結出UT公司的六大核心能力面向：產品與行銷、銷售服務、物流配送、售前服務、售後服務、未來想提供的服務，再進一步發展出25題有價值服務題目、3題整體性題目與3題開放性題目之問卷。
本研究以線上問卷及電子郵件發放問卷，總計發放UT公司內部員工30份，共計回收30份，回收率100%；經銷商發放問卷110份，共計回收98份，回收率89.09%。透過分析UT公司內部員工及經銷商針對有價值服務之重要程度與滿意程度的認知，建立出UT公司通路的管理機會方格矩陣，並以內部員工及經銷商之認知差異，建立出同步比較分析矩陣。
研究經統計分析後，發現經銷商認為UT公司最重要的有價值服務前三項分別為「不直銷是明確通路政策，產品、維修服務只跟經銷商合作」、「有網站、Email、傳真、電話等報修方式」及「提供有競爭力的價格，協助供應商專案價格支援申請」。本研究依據管理機會方格矩陣結果顯示，UT公司應該立刻投入資源改善之有價值服務項目為：1.多品牌資訊產品代理，9.南北物流配送服務，16.原廠認證合格及多品牌授權維修。再透過同步比較分析矩陣結果，發現UT公司必須針對「準確市場分析適合的促銷活動，貨源充足滿足現貨」進行調整改善，並致力於提高內部員工與經銷商之滿意度，以提升UT公司營運績效及市場佔比。

The purpose of this research is to explore the core capabilities of UT, a Taiwanese information product agent, and establish a grid matrix of management opportunities. Through the review of relevant literature, internal meetings and discussions with the company’s directors, the six core capabilities of UT were summarized: product and marketing, sales services, logistics and distribution, pre-sales services, after-sales services, and future services that you want to provide. Further developed a questionnaire with 25 valuable service questions, 3 overall questions and 3 open questions.
In this study, online questionnaires and e-mails were used to distribute questionnaires. A total of 30 copies of UT’s internal employees were distributed, and a total of 30 copies were recovered, with a recovery rate of 100%; dealers distributed 110 questionnaires, with a total of 98 copies being recovered, with a recovery rate of 89.09%. By analyzing the cognition of the importance and satisfaction of valuable services by the internal employees and distributors of UT, a grid matrix of management opportunities for the channels of UT is established, and a synchronous comparative analysis is established based on the cognitive differences between internal employees and distributors matr
After research and statistical analysis, it is found that the dealers consider the top three most important valuable services of UT Company to be "no direct sales is a clear channel policy, products and maintenance services only cooperate with dealers", "websites, emails, faxes, "Telephone and other repair methods" and "provide competitive prices to assist suppliers in project price support applications". Based on the results of the grid matrix of management opportunities, this research shows that the valuable service items that UT Company should invest resources to improve immediately are: 1. Multi-brand information product agency, 9. North-South logistics distribution service, 16. Qualified original factory certification and multi-brand authorization service. Through the synchronous comparison and analysis of the matrix results, it was found that UT must make adjustments and improvements based on "accurate market analysis of suitable promotional activities, and sufficient supply to meet the spot", and is committed to improving the satisfaction of internal employees and distributors in order to improve UT's operating performance and market share.

論文審定書 i
誌謝詞 ii
摘 要 iii
Abstract iv
目 錄 vi
圖 次 viii
表 次 ix
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 3
第三節 研究範圍 4
第二章 文獻探討 5
第一節 核心能力 5
第二節 通路經營 8
第三節 研究工具-管理機會方格矩陣之文獻說明 9
第四節 員工與經銷商同步比較分析 12
第三章 研究方法 15
第一節 UT公司簡介 15
第二節 收集資料 16
第三節 問卷的定義與設計 18
第四節 研究工具分析 20
第四章 實際證明結果 21
第一節 描述性統計 21
第二節 經銷商之管理機會方格矩陣 24
第三節 員工管理機會方格矩陣 35
第四節 自我評比分析比較 39
第五章 結論與建議 44
第一節 研究結論 44
第二節 理論應用與實務意涵 49
第三節 研究限制與後續建議 52
參考文獻 55
附錄 經銷商問卷 57
附錄 員工問卷 61

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