Department of Information Management, National Central University; Department of Information of Management, National Chi Nan University; Department of Business Administration, Ming Chuan University; Department of Chinese Literature, Shin Hsin University
1982年，跨國直銷品牌「安麗」投入臺灣市場，長年營收為臺灣直銷產業的第一名。安麗臺灣位居35年成熟市場，首當其衝是成長趨緩，以及即將面臨直銷商老化的問題。Y世代已逐漸成為消費市場的主流，其價值觀與行為模式皆不同以往，安麗臺灣開始於2010年針對年輕人的特性，調整後勤支援的運作模式，卻接連引起年長直銷商反彈，持續至2011年，年輕化策略的概念逐漸形成，正式於2012年啟動年輕化策略，分別自產品、後勤支援及業務講述等方面進行變革，以期掌握年輕的消費市場。本個案探討不同世代的差異及管理議題，點出Y世代在未來市場的重要性，同時，面對新科技及新文化價值觀所培育出的Y世代，老企業應如何變革管理，調整策略以能與新世代連結並溝通。
(141_M5c1c66fcc5c9d_Abs.pdf(檔案不存在))安麗、多層次傳銷、世代管理、Y世代、組織變革
In 1982, Amway, the global direct selling company, started marketing in Taiwan. Since then, Amway Taiwan has been able to build up its position as the best direct selling brand in Taiwan. Direct selling market in Taiwan has matured and its growth has slowed. Amway found that 65% of Amway Business Owner (ABO) are more than 35 years old. They are generation of baby boomers and X generations, and Amway is facing the problem of aging distributors. Amway Taiwan has proposed several rejuvenation strategies that will focus on Gen Y since 2010. However, the rejuvenation strategy has caused many complain from senior ABO who are more contributed. This case first analyzes the value of the business model of direct sales and discusses how behavior patterns and values of Generation X and Generation Y influence the traditional direct sales model. This case discussed differences and management issues of different generations, pointing out the importance of Generation Y in the future market. The rejuvenation strategy can be regarded as an organizational change that Amway responds to external changes, and this change causes the uncertainty of the older distributors. Faced with the Y generations fostered by the values of new technology and new culture, this study shows how companies adapt their business strategies to connect and communicate with new generations.
(141_M5c1c66fcc5c9d_Abs.pdf(檔案不存在))Amway, Multi-level Marketing, Generation Management, Millennials, Organizational Change
未來消費主力將移轉至35歲以下的新客群，不難發現，百年品牌—賓士、Toyota、台啤等企業，皆面臨年輕消費市場的挑戰，35年的安麗臺灣也不例外。安麗臺灣處在獨特的直銷產業，任何策略的實施，其影響層面是將近5萬名的發展型直銷商，加上直銷商並非安麗員工，安麗對直銷商並沒有任何強制約束力，而安麗公司並不販售任何產品，直銷商就是安麗最大的行銷通路，因此，相較於傳統企業的年輕化，安麗臺灣的年輕化策略困難度更高，也是本個案的價值所在。 安麗臺灣的年輕化策略的概念成形於2011年，在該時期的營業額一直是2位數成長，更是臺灣直銷產業的龍頭，安麗臺灣的年輕化策略仍為了回應世代消費差異及Internet所帶來的改變，這點可讓許多企業作為借鏡，並不是要等到經營出現狀況時，才開始尋求藥方醫治。接著年輕化策略正式於2012年推動，安麗臺灣在解凍階段採用極端作法，即直接剝奪年長直銷商的資源，此舉自然引起年長直銷商反彈，但也開創與直銷商溝通、改變觀念的契機，若以當時安麗臺灣經營的狀況良好的情況下，沒有人會警覺到社會環境、顧客習慣已經慢慢在改變。 從個案的鋪陳，年輕化策略的目標看似在提升年輕直銷商的人數與貢獻度，但經個案分析，安麗臺灣並非年輕直銷商人數不夠，也非年輕直銷商買太少，而是經營模式受到年輕世代的挑戰。本個案最後分別從安麗臺灣、直銷商及顧客之間的關係，提供可供未來參考的建議策略，若能將安麗臺灣36萬直銷商大軍的深度影響力，從線下移至線上，再透過互聯網的廣度擴散，冀能達到「虛實整合」打造又深又廣的顧客關係，將是直銷產業的典範移轉。
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