本研究分析架構以個案研究法及十字管理法為主軸，有以下六點結論：一、經營模式的差異會顯著影響個案在國內市場之通路模式。二、六個案例的通路模式彼此均有差異，每一模式均在經營模式與通路決策五大要素的限制下產生的。三、廠商經營模式策略，同中有異。四、通路策略選擇時所考量的關鍵要素是：市場需求、產品特性、中間商、公司能力及產業環境等五大因素，其間的差別僅在考量因素的比重或排序不同而已。五、六個個案的通路模式，可分成兩大類。六、本研究結果發現個案的通路策略模式彼此均有某種程度的差異，故無法透過歸納法建立最適通路策略模式的通則。不過，本研究的架構可提供業者作為思考通路決策的依據。 This thesis is initiated by the researcher’s interest, based on his education and career background, in the development trend of the medical instrument industry in Taiwan and the importance of channels in this industry. There are four objectives in this thesis: 1. To conduct a business analysis for electro-medical instrument companies as a basis for further investigation of their operation model strategy. 2. To investigate the critical considerations by local medical instrument companies in deciding their channel strategies. 3. To study the difference among local medical instrument companies in terms of channeling and the reasons behind it. 4. To explore the possibility of an optimal channel strategy for local medical instrument industry.
This thesis presents the following features: 1. Global perspective: it recognizes the world-wide expansion potential for Taiwanese electro-medical instrument companies. 2. Practical approach: presenting the real operation practice of outstanding players. 3. Focus: it studies the channel strategy model for local medical instrument industry.
This research adopts case study approach and MERSI management skills as the research framework. Six conclusions have been formulated in this thesis: 1. Difference in operation model has a significant influence on the channel models of the subject companies in domestic market. 2. The channel structure of each of the six subject companies, formed as a result of its operation model and the “five major elements of channel decision”, differs from one another. 3. There are similarities as well as difference among subject companies. 4. The critical factors for channel strategy are: market needs, product characteristics, distributors, capability of the companies, and industry environment. The five factors may take different importance or different priority in the decision making process. 5. The channel structure of the six subject companies can be grouped into two major types. 6. This research finds that the channel strategy model is, to some extent, different in every subject company from others. Therefore no simple conclusion can be made on a set of general rules for establishing an optimal channel strategy model. However the structure of this research can be used as a basis for the companies in constructing their channel strategy.
