Identifying Core Competences of Distributors－ A Case study of Food Industry

• Main Authors: Jyun-Ru Chen, 陳君如
• Other Authors: Sue-Ming Hsu
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/20982300924565536038

碩士 === 東海大學 === 企業管理學系碩士班 === 95 === Due to the changes of the channel environment, for a higher market liquidity and turnover rate, manufacturers have attempted to use a downsized sales system and bypass indirect sales channels to increase their product competitiveness. Thus, they have gradually reduced indirect sales channels and set up chain retailers to perform vertical integration. However, this strategy has posed threat to the survival of distributors. Thus, how to enhance marketing efficiency and establish core competences are the focuses that distributors should strengthen in the meantime. For distributors, partnership is an important strategic asset and the main source of core competences. Through the integration of knowledge from upstream partners and downstream partners, the transmission of value activities can be more efficient and flexible. Thus, based on relational knowledge, this study attempted to probe into distributor’s core competence through a questionnaire survey and statistic analysis on 37 distributors in the food industry. The empirical results are summarized as follows: 1.Using the 6 key capabilities of distributors derived from previous literatures, the “uniqueness” and “sustainability” of the core competence was evaluated. The result indicated that 3 key capabilities had both of the two features. They were “relational capability with upstream suppliers” and “relational capability with downstream retailers” in the construct of interaction knowledge, and “the capability to dominate market information and demands” in the construct of environmental knowledge. 2.In the investigation into the effects of key capabilities on channel performance, “marketing capability” and “financial capability” in the construct of functional knowledge had direct and significant effects on the channel performance of distributors. “Relational capability with upstream suppliers” in interaction knowledge and “capability to dominate market information and demands” in environmental knowledge had indirect effects on the channel performance of distributors. 3.It was discovered from the regression analysis of key capabilities that the key capabilities in the constructs of “interaction knowledge” and “environmental knowledge” had significant impact on the key capabilities in the construct of “functional knowledge”. Thus, it could be empirically proven that the construction of key capabilities in the constructs of “interaction knowledge” and “environmental knowledge” could enhance of the key capabilities in the construct of “functional knowledge” and further increase the channel performance of distributors.