企業禮贈品市場之代理商經營策略探討－以T公司發展代理商品牌為例

Abstract

企業禮贈品的種類包羅萬象，營運模式也多相當競爭，尤其在資訊透明的時代，業者要做出差異性，除了注重商品品質，品牌也會讓顧客有信心，進而成為愛好者，並代為宣傳品牌。代理商沒有自己的商品，販售之商品都是品牌商提供，當代理被收回就面臨沒商品可銷售的危機。相對銷售業績太好與不好，都會面臨被收回代理權的困境，因此建立代理商品牌來增加公司價值有其必要性。然而品牌建立初期需投入較多的人力與財力，代理商該採用何種經營策略，以避免與品牌商產生通路衝突，此一議題值得我們探討。本研究以T公司為案例，探討代理商在發展代理商品牌時應採取的策略，以找出適合代理商品牌發展的模式。The types of corporate gifts are all-encompassing, and there are many business models that are quite competitive. Especially in the era of information transparency, the industry has to make differences. In addition to focusing on product quality, the brand will also give customers confidence to become fans and promote the brand on their behalf.Agents do not have their own products, and all the products they sell are provided by the brand. When the agent is withdrawn, it will face the crisis of no products for sale. Relative sales performance is too good or not, will face the dilemma of being reclaimed agency rights, so it is necessary to establish an agency brand to increase the company's value. However, in the initial stage of brand establishment, more manpower and financial resources are required. What kind of business strategy should the agents adopt to avoid channel conflicts with brand owners? This issue is worthy of our discussion. This study uses T company as a case to discuss the strategies that agents should adopt when developing agent brands, in order to find a suitable model for agent brand development.