經銷商是在二十世紀末一個新的通路體系，過去台灣的經銷市場屬於小區域小批發，但隨著企業引進各項零售通路，消費者對於消費品的購物選擇管道愈加廣泛，再加上公路運輸系統的完整建立，批發業已不再符合未來市場的需求。在購物環境多元化且競爭者數量龐大的業界中，如何有效運用經銷體系將點擴大成為面，再進一步提升市場市占率並推升經銷商零售通路的在店影響力，建立有效的商業模式，創造本身的競爭優勢，以求經銷商影響力的極大化，確保企業的永續經營，乃是經銷商面臨的重要課題。
本研究採用次級資料分析法及深度訪談法，以企業端個案宏縉股份有限公司的企業主及同性質經銷商企業主為訪談對象，探討目前經銷商對各通路的期待及未來的展望，並與供應商及零售商不同的行銷策略進行對照。研究結果顯示，國內經銷商經過三十餘年的轉變及通路別的明顯區隔，已逐漸走向大區域，如果墨守舊思維或在人力、設備及營運資金無法跟著營運規模的增加而擴充，在講求經濟規模的新經濟終將會逐漸被淘汰。換言之，受訪者普遍認為經銷商的經營價值將隨著經濟規模的增加而趨於重要，內外能力的提升將是經銷商吸引供應商對本身青睞的關鍵。
本研究之分析先從經銷商業態的供應商與同業五力分析開始，接著運用SWOT分析了解個案公司之優勢、如何創造機會、改善缺點並翻轉頹勢，然後運用資源基礎理論檢視個案公司的核心價值與競爭力，辨識本身的市場定位，並檢視個案公司價值、目標通路與與未來發展，以及公司的人力、財力、通路推廣與產品策略等，從中發掘企業永續經營的關鍵，最後確認經銷商未來的發展應朝向大者恆大的策略做法，據此，經銷商可以藉由連結不同通路、思考如何透過整併來擬定未來的發展策略與成長方向。

Distributors are a new channel system that emerged in the late 20th century. In the past, Taiwan's distribution market was dominated by small-scale and local operations. However, as retailers and transportation infrastructures become more advanced and developed, the past distribution market model was no longer able to meet the needs of the market. As consumer motivation toward consumer goods becomes more diverse, the marketing industry also becomes more diverse and more competitive. In this environment, an effective and efficient solution to the distribution system becomes more important than ever to increase the distribution industry’s market influence, build an effective business model, and create a competitive advantage in order to ensure the distribution industry’s market sustainability and continuance.
This research utilizes secondary data analysis and in-depth interviews to gather data. Samples include business owners of the case study company Hong Jin Co., Ltd and owners from other similar enterprises. The study also applies various analysis methods to discuss future market expectations and forecasts and compare marketing strategies with retailers and suppliers. The study has shown that domestic distributors have evolved and differentiated themselves from other competitors in the past thirty years as they move their focus to larger regional areas. Enterprises that did not advance with the growing industry or lacked personnel, equipment, or financial capabilities were slowly eliminated from the new economy by more progressive competitors. Because of this, interviewees generally believe that the business values and importance of distributors will increase as economic scales grow and that improving internal and external factors in the distributing industry will be key in attracting suppliers.
This study begins with the analysis of the supplier and Porter’s five forces analysis of the similar distributors’ business models, then implements SWOT analysis to understand their advantages to opportunities, improve problem areas, and turn the tide. The resource-based theory is also implemented to examine the case company’s core values and competitive advantages, to establish its market positioning while building value in the market, and to analyze target channels and predict future development. Furthermore, it will streamline internal departments in the company such as human resources, finance, marketing, and production. Further analysis will show that sustainable operation and industry growth of the company will depend on the growth of distributors in larger regions. Through these analyses, the company can develop strategies for growth within the industry by integrating different channels.

論文審定書 i
致謝 ii
摘要 iii
Abstract iv
目錄 vi
圖次 viii
第壹章 緒論 1
第一節研究背景與動機 1
第二節研究目的 3
第三節研究流程 4
第貳章 產業介紹 5
第一節經銷商簡介 5
第二節經銷商的演變 5
第三節經銷商未來的發展 6
第參章 文獻探討 9
第一節產業五力分析 9
第二節 SWOT分析 13
第三節資源基礎理論 15
第肆章 研究設計 18
第一節研究結構 18
第二節研究對象 19
第三節研究方法 20
第伍章 研究發現 24
第一節 探討經銷商產業(虛擬通路)的發展趨勢 24
第二節 檢視經銷商產業面對的挑戰與困境 25
第三節 分析個案公司的核心能耐與競爭優勢 29
第陸章 結論與討論 31
第一節研究結論 31
第二節理論意涵 33
第三節實務意涵 34
第四節 研究限制與未來研究方向 35
參考文獻 36
一、中文 36
二、英文 36
三、網路 36
附錄 37

一、中文
方正榮，2002年，高雄港發展國際物流中心競爭優勢之研究-從資源基礎理論觀點。
李宜庭，2022年，運用整合行銷溝通轉變蔬食成為零食：以弘陽食品為例。國立中山大學高階經營碩士學程未出版碩士論文。
李靖妍，2017年，應用SWOT分析航運策略聯盟重組之研究。
張驥，2010年，台灣蝴蝶蘭產業競爭策略之研究 -以個案 A 公司為例。
翁國展，2022年，疫情下全球晶片需求短缺之國際人力資源管理與 SWOT 分析-以 U 公司為例。
二、英文
Porter, M. 1980. Competitive Strategy: Techniques for Analyzing Industries and Competitors
Porter, M.E. (March–April 1979) How Competitive Forces Shape Strategy, Harvard Business Review.
Porter, M. 1985. Competitive advantage, Creating and Sustaining Superior Performance. New York: The Free Press.
Stewart, David W. 1993. Secondary Research: Information Sources and Methods. Sage.
三、網路
MBA智庫:資源基礎理論https://wiki.mbalib.com/zh-tw/%E8%B5%84%E6%BA%90%E5%9F%BA%E7%A1%80%E7%90%86%E8%AE%BA
經理人，2022 SWOT分析https://www.managertoday.com.tw/glossary/view/15