資訊服務代理商之競爭策略與商業模式分析：以臺灣S公司為例

Abstract

隨著科技日新月異，雲端化、行動化、大數據及資訊安全為企業 IT 營運主要方向，然而臺灣資訊服務產業受人才外流、研發能量不足等影響，多仰賴國外軟硬體廠商，因此加值服務代理商應運而生。在自由競爭的市場下，資訊服務業軟硬體供應商、通路商（或產品代理商）與客戶間並沒有制式的交易模式，通路商須維持與客戶既有的客戶關係，進而在上、下游的合作中建立專業與信任的夥伴關係。因此，身為中、上游通路廠商，如何面對上游供應商、因應下游經銷商或客戶，讓產業上下游形成連結、從中降低交易成本、提高獲利為重要課題之一。

有鑑於中游通路廠商必須彼此競爭，以保護自身的利益，但又必須彼此協力合作，在市場中創造更多的價值。眼前的合作夥伴，很可能在未來成為競爭對手，反之亦然，驗證了「商場上沒有永遠的敵人，也沒有永遠的朋友」。以資訊服務產業來說，通路代理商常須受原廠牽制、甚至面臨突然要求解約的挑戰；同時也須面對其他中游廠商時而競爭、時而合作的動態交易關係，同時又要面對公司績效成長的挑戰，實屬不易。

綜上所述，本研究以探索性個案研究的方式，欲以通路代理商的觀點，探討企業在上游供應商與下游客戶的利益擠壓下，所面臨的衝突與挑戰，並提出企業如何透過產業價值鏈與重組策略思維，運用集團資源優勢，做適時適地的組織及資源配置，借助商業生態系統中軟硬體供應商、其他通路夥伴與客戶的力量，進而為公司建構一套可規模化持續性的獲利模式，達到企業永續經營之目的。

In information service industry, trading patterns between hardware and software vendors, distributors (or product agent) and customers are not standardized. Distributors must build up relationships with clients and suppliers for further transaction behavior. Therefore, how to deal with upstream suppliers, in response to downstream distributors or customers is an important issue. Link between upstream and downstream industries can reduce transaction costs and increase profit.

Distributers not only compete with each other in order to protect their own interests, but also work together with each other to create more value in the market. Partners may become a competitor in the future, verify the quote in Britain: “Britain has no permanent friends, nor permanent enemies. She has only permanent interests." In information services industry, distributers were often subjected to the suppliers, facing the challenge of sudden termination of contract, and other competitors’ dynamic competitive relationships, it’s not easy to meet the challenges and demand of growth.

In this research, using exploring case study method, we can find out the conflicts and challenges a distributor is facing while being in the interest competition between vendors and resellers. By proposing industry value chain and rebuild strategy mindset, using corporate resource advantage, building adaptable organization and resource distribution, leveraging ecosystem partners, a distributor may realize a scalable, permanent profitable model, achieve the goal of sustainable development.