本研究以台灣某選物代理商與紐西蘭原廠共同開發之「鎂噴霧」產品為個案，探討代理商如何突破傳統「進口與銷售」角色，透過價值共創模式，成為參與產品研發與市場導入的策略夥伴。研究動機源自天然產品市場的快速成長，特別是後疫情時代中與睡眠、紓壓、身心調養相關的產品需求大幅增加。然而，台灣多數代理商仍停留於被動販售的角色，缺乏參與產品設計與研發的機會，導致市場同質化嚴重、利潤有限、教育成本高。本研究以此跨國合作為例，說明代理商如何透過在地市場洞察與社群經營能力，與原廠共同創造差異化產品與市場價值。
研究採個案研究法，透過深度訪談蒐集五類利害關係人之觀點，包括原廠負責人、社群電商通路、精品母嬰藥局、KOL與最終消費者。結果顯示，成功的價值共創需建立於三大核心要素：一為「互信與理念契合」，雙方在天然、安全、誠實對待消費者的品牌價值上達成共識，形成長期合作基礎；二為「專業互補與共製創新」，原廠提供配方研發與品質控管，代理商則提供市場洞察、香氣偏好與包裝設計，使產品兼具專業性與文化適配性；三為「社群回饋與動態循環」，透過KOL與通路收集使用者體驗與市場回饋，原廠得以持續優化產品，形成正向循環的共創機制。研究亦指出，品牌信任與產品教育為新產品導入的關鍵因素。由於鎂為新興成分，消費者對其功效與使用方式理解有限，代理商藉由社群內容行銷、生活化語言及真實見證，有效降低市場教育成本。KOL與社群通路在其中扮演情感連結與信任傳遞的橋樑，使產品從功能性延伸至情緒療癒層面，進而提升回購率與口碑擴散效果。
本研究之貢獻在於填補台灣代理商轉型為共創者之研究缺口，亦為天然產品產業提供具體參考範例。對實務面而言，研究結果顯示，代理商若能以價值共創思維重新定位角色，將不僅是商品的販售者，更能成為市場創造者與品牌夥伴，促進企業永續成長。

This study examines a co-developed magnesium spray product created through collaboration between a Taiwanese curated-goods distributor and a New Zealand manufacturer, with the aim of exploring how distributors can transcend the traditional role of importation and sales to become strategic partners actively involved in product development and market introduction through a value co-creation approach. The research is motivated by the rapid growth of the natural products market, particularly in the post-pandemic era, during which demand for products related to sleep improvement, stress relief, and holistic well-being has increased significantly. However, most distributors in Taiwan remain confined to a passive sales-oriented role, with limited participation in product design and R&D processes. This often results in severe product homogenization, constrained profit margins, and high market education costs. Using this cross-border collaboration as a case study, this research illustrates how a distributor can leverage local market insights and community-based commerce capabilities to co-create differentiated products and market value together with the manufacturer.
This study adopts a qualitative case study methodology and conducts in-depth interviews with five categories of key stakeholders: the manufacturer’s founder, social commerce channel operators, boutique maternity and pediatric pharmacies, key opinion leaders (KOLs), and end consumers. The findings indicate that successful value co-creation is built upon three core elements. First, mutual trust and alignment of values form the foundation of long-term collaboration, with both parties sharing commitments to natural ingredients, product safety, and transparent communication with consumers. Second, professional complementarity and co-created innovation enable effective collaboration, whereby the manufacturer contributes formulation expertise and quality control, while the distributor provides market insights, fragrance preferences, and packaging design considerations, resulting in products that are both technically sound and culturally adaptive. Third, community feedback and dynamic iteration play a crucial role, as user experiences and market responses collected through KOLs and distribution channels allow the manufacturer to continuously refine the product, forming a positive feedback loop for ongoing co-creation.
The study further identifies brand trust and product education as critical factors in successful new product introduction. As magnesium remains an emerging ingredient for many consumers, limited understanding of its benefits and usage presents barriers to adoption. The distributor effectively reduces market education costs through community-driven content marketing, accessible everyday language, and authentic testimonials. KOLs and community commerce channels function as bridges for emotional connection and trust transmission, enabling the product to extend beyond functional benefits toward emotional and psychological well-being, thereby enhancing repurchase intention and word-of-mouth diffusion.
This study contributes to the literature by addressing the research gap regarding the transformation of Taiwanese distributors from transactional intermediaries to value co-creators. It also provides a practical reference for the natural products industry. From a managerial perspective, the findings suggest that distributors who reposition themselves through a value co-creation mindset can move beyond the role of product sellers to become market creators and brand partners, thereby supporting sustainable business growth.

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