本研究探討進口通路商在供應鏈結構變遷下，如何進行策略性轉型與角色重塑。傳統上，通路商主要透過商品採購、物流協調與通路關係維繫創造價值。然而，隨著製造商逐步具備直接進入市場的能力，以及零售通路議價能力的提升，傳統中介角色的價值基礎正受到顯著挑戰。

本研究以一家在台灣經營菲律賓消費性商品之進口通路商為個案，採策略導向之個案研究方法，分析產業結構壓力、組織特性與二代接班之間的互動關係。研究發現，接班不僅是經營權的移轉，更是引入新管理邏輯的關鍵契機，使企業得以整合過往以關係為基礎的經營模式與制度化、系統化的管理方式，進而推動組織轉型。

基於上述分析，本研究提出以企業品牌為核心之轉型架構。不同於將品牌視為溝通工具的傳統觀點，本研究將企業品牌定位為策略驅動機制，用以整合組織認同、轉型機制與利害關係人定位。透過制度化建構、能力發展與營運一致性，企業得以由交易導向的中介角色，轉型為具策略價值的通路夥伴。

本研究進一步指出，在缺乏產品品牌所有權的情境下，進口通路商可透過「專業服務能力」與「文化轉譯」建立企業品牌，並作為其關鍵差異化來源。此一發現顯示，通路商的價值不僅來自於營運效率，更來自於信任建立與文化連結的能力。

在學術上，本研究拓展了企業品牌於中介型企業中的應用，並整合通路理論、策略轉型與家族企業接班之研究視角；在實務上，則提供進口通路商在供應鏈環境變遷下進行策略轉型之參考架構。

This study examines how import distribution firms can reposition themselves amid evolving supply chain dynamics. Traditionally, distributors have created value through sourcing, logistics coordination, and channel relationships. However, structural changes such as manufacturers' increasing ability to access markets directly and the growing bargaining power of retail channels have significantly weakened the traditional intermediary role.

Focusing on a Taiwan-based import distribution firm specializing in Philippine consumer goods, this study adopts a strategy-oriented case study approach to analyze how industry pressures, organizational characteristics, and second-generation succession interact to shape the need for transformation. The findings suggest that succession functions not only as a leadership transition but as a catalyst that introduces new managerial logic, enabling the integration of relationship-based practices with more structured and scalable organizational systems.

This study develops a corporate branding–driven transformation framework that redefines the role of import distributors within evolving supply chains. In contrast to conventional views that treat branding as a communication tool, corporate branding is conceptualized as a strategic driver that aligns organizational identity, transformation mechanisms, and stakeholder positioning. Through institutionalization, capability development, and operational alignment, the firm is able to reposition itself from a transactional intermediary to a strategic distribution partner.
Importantly, this study finds that in the absence of product brand ownership, import distributors can achieve differentiation through professional service capabilities and cultural translation. These elements enable the firm to create value not only through operational efficiency, but also through trust-building and cultural connection with its target market.

This study contributes to the literature by extending the role of corporate branding to intermediary firms and by integrating perspectives from distribution channels, strategic transformation, and family business succession. From a managerial perspective, it provides a practical framework for import distribution firms seeking to redefine their role and sustain competitiveness in evolving supply chain environments.

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