以AHP層級分析法探討行銷策略影響通路績效之研究–以傢飾布企業為例

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题名:	以AHP層級分析法探討行銷策略影響通路績效之研究–以傢飾布企業為例 A Study on AHP Hierarchical Analysis to Explore Marketing Strategies Affecting Sales Channel Performance: A Study of Home Textile Business
作者:	沈昱
贡献者:	全球品牌與行銷碩士在職學位學程
关键词:	層級分析法傢飾布行銷策略通路績效
日期:	2020
上传时间:	2020-08-24 12:46:11 (UTC+8)
摘要:	本研究以傢飾布供應商的角度應用AHP階層分析法之專家問卷分別就行銷策略之產品、價格、服務及推廣四項層級構面對下游通路商發放問卷，從通路商的觀點著手，希望有效了解通路商之需求與選擇，進而提升通路績效。研究結果顯示影響通路績效之行銷因素權重排序第一是服務，其次是產品，再來才是價格與推廣，是故企業要強化通路績效必須首重服務價值的提升，提高服務品質可作為非價格競爭的手段，並依據通路商整體權重排序選擇，將資源投入到通路商重視的構面需求上。就80/20定律（80/20 Law）改變20%的產入可能創造80%的產出，因此，企業首先應將資源投入到通路商重視的關鍵20%權重項目，甚至將通路商不重視的選項簡化或消除，降低沒有效能的支出。在通路方面，企業可篩選出具有潛力又配合度高的經銷商，成為企業重點培養的旗艦型通路商，提供關鍵少數通路成員最優質的服務、產品和價格來強化通路關係，透過市場反饋回路（Feedback loop）關係的推進力間接影響其他的通路成員。並且淘汰或減少部分無效率且配合度不高或不適合的通路商，如此才不會侵蝕掉通路利潤進而提升通路績效，企業利用自身的資源與優勢，找到最具效益的通路績效模式。 This research from the perspective of the suppliers to apply the AHP Hierarchy Analysis Expert Questionnaire to the four facets of marketing strategy: product, price, service, and promotion, from the channel dealer’s point of view. Then help to understand the expectations and options of the channel dealers to improve their performance. The research results show that the factors that influence the channel performance weight “Service” is the first, “Products” the second, then “Price” and “Promotion”. Therefore, to strengthen the channel dealer’s performance, the supplier company must focus on “Service upgrade”. Improving service quality can be used as a way of non-price competition and according to the weighting of the choice of the channel dealers, the resources will be invested in the requirements that the channel dealers valued. Regarding the 80/20 Law, changing 20% of input may create 80% of output value. Therefore, the supplier company should put resources of investment in key 20% weighted items that channel dealers valued, then ignore the topics that the channel dealers don’t valued to reduce the inefficiency cost. The channels, the supplier company can select dealers with highly potential and highly willing of cooperate to become the flagship channel dealers that the supplier company focused, providing these key minority channel members with the best quality services, products and prices to strengthen the relationships and , through market feedback loops, these relationships will indirectly affect other channel members. And eliminate or reduce some inefficient and inadequate or unsuitable channel providers, as not to eclipse profits from channel and improve their performance. The supplier company may use these resources and advantages they have to find the most effective channel performance model.
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