The Domestic Channel Strategy of the Electro-Medical Instrument Companies in Taiwan

• Main Authors: Kun-Lung Lin, 林坤龍
• Other Authors: Jin-Ding Tsai
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/79525027544522942333

碩士 === 淡江大學 === 管理科學研究所企業經營碩士在職專班 === 93 === 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.