以往有關議價力的研究多由研究競爭策略的方式進行，儘管從顧客認知價值，顧客關係與信賴，資訊共享可以加強買賣雙方互動與信賴，但並未顯示與議價能力有確實的連結。而議價策略與技巧同樣被認為會增加議價能力但是與議價力評估實証資料不足，而議價活動前的議價準備，如過往交易紀錄與第三方資訊收集是否也同樣對議價力能產生一定影響也納入此研究範圍。因此本研究以迴歸方式來驗證顧客認知價值，組織規模與競爭態勢，顧客關係與信賴，資訊共享，議價策略與技巧，過往交易紀錄與第三方資訊蒐集對議價力的影響，同時並檢驗資訊共享對於顧客關係與信賴與議價力之間是否有調節作用，與交易紀錄其他情報對於議價策略與技巧跟議價力之間是否有調節作用！
本研究以製造業為研究對象，以企業間工業品販售(B2B)為調查主體，而以該公司的業務銷售與行銷人員與相關主管為主要問卷填答對象。在198份有效問卷下進行樣本分析，變異數分析、回歸分析與調節回歸分析，本研究結果發現：
一、職位高低在議價力與議價技巧因素上有顯著差異，職階較高者相對於職階較低者掌握較佳的議價結果與議價技巧！「產業類別」在「議價力」、「組織規模競爭態勢」、「顧客信賴」因素有顯著差異，民生工業 較其他產業較高。「產業位階」在「議價力」、「組織規模競爭態勢」、「形象觀感」因素構面上，「下游」皆相對於中上游業者為高，「競爭情況」在「議價力」，「組織規模競爭態勢」構面裡， 「獨占」形態的業者，相對於「競爭激烈」、「寡占」形態的業者為高。
二、在「顧客認知價值」構面裡的「形象觀感」因素對於「議價力」構面 呈現正向且顯著的影響，「組織規模競爭態勢」構面對於「議價力」構面呈現正向且顯著的影響，「顧客關係與信賴」構面 中的「顧客信賴」因素對於「議價力」構面有正向且顯著的影響，在「議價技巧與 策略」構面裡，「議價技巧」對於「議價力」結果呈現正面且顯著的作用，但「賽局思考」並沒有達到顯著的影響，在「銷售紀錄與其他資訊」構面，在因素分析階段並無法合適篩選因素與題項，該構面未能成立，也無法進行回歸分析，而資訊共享構面並未對顧客關係與信賴與議價力之間起調節作用。

The bargaining power research before developed from research on competitiveness strategy. Though it will enhance sellers and buyers' relationship and mutual trust through improving perceived value, customer relationship management and trust, and information sharing, however, we don't have enough evidence that it is positive and significant to bargaining power. Besides, negotiation strategy and tactics were acknowledged that could help the bargaining power, but we didn't get enough evidence neither! And influence by negotiation preparation as sales record and reference records was also taken into account in this essay.
The goal of this essay is to analyze the structure of customer perceived value, organizational scale and competence advantage, customer relationship and mutual trust, information sharing, negotiation strategy and tactics, with negotiation preparation as sales records and reference information by regression model. We will also check if there exists any moderating effect between information sharing with customer relationship and trust to bargaining power, and if any moderating effect between sales record and reference with negotiation strategy and tactics to bargaining power.
This study targets at sales and marketing persons and related managers who promoted industrial marketing (B2B) in manufacturing industry. The data collected by sampling and were analyized by variance and regression method.
In conclusion, the empirical findings showed that:
(1) It is positive and significant in the bargaining power evaluation between job titles, higher job title sales person with better bargaining power and negotiation tactics. It is also poisitive and significant in bargaining power evaluation between sales persons from different industrial classifications, sales from general consumption industry has advantage in bargaining power, organizational scale and competitiveness advantage and customer trust factor. It is significant in different industry position; downstream industry has better advantage in bargaining power, organizational scale and competitive advantage, and outside image factor than other two position. Company in monopoly status get better advantage in bargaining power, organizational scale and competitiveness advantage.
(2) Outside image factor, customer trust factor, negotiation tactics factor and organizational scale and competitiveness advantage structure are positive and significant to bargaining power structure. But game theory thinking factor is not significant. Information sharing structure doesn't have moderating effect between customer relationship and mutual trust structure to bargaining power structure. Finally, sales record and reference information is not valid in this study.

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