企業銷售產品及服務的通路隨著網路的普及和電子商務(E-Commerce)的發展已由企業端對企業端(B2B)，企業端對消費者端(B2C)，發展到線上端對線下端(O2O)的整合型銷售模式，企業透過網路通路和實體通路的結合擴大產品及服務的能見度；也因資訊的透明使得非直營的網路通路和實體通路間為了增加營收及客戶黏著度而產生了價格衝突，而不對稱的訂價策略影響了消費者的購買行為及品牌忠誠度，進而讓產品的市占率下滑，公司的營收及利潤亦受到波及。
本研究透過Yin(2009)的個案研究法，選擇海爾家電作為質性單一嵌入式探討個案，論述出海爾網路商店，實體通路及製造業本身個別的優勢及劣勢，對應海爾所發展的創新O2O價值共創模式之價值主張，並驗證海爾從1984年成立至今，企業每一發展階段之第二曲線(Charles Handy, 1995)經營策略，與市場上主要家電製造大廠之績效做對比，並探討創新策略與企業生命週期(Ichak Adizes, 1988)之聯結，以及對企業利害關係人之價值組態之助益。
海爾O2O價值共創模式之個案研究運用Al-Debei & Fitzgerald (2010)的V4商業模式理論，歸納生態系統中利害關係人之價值主張，價值組態，價值結構及價值財務間之關聯性及相互的影響，並演示其實際運作模式，利用資訊科技及多方平台，建構價值共創的產銷生態體系讓資源運用極大化，找出產銷各環節的癥結點並加以突破，針對各流程做改善進而互惠互利，可作為學術個案探討及企業做市場策略規劃及組織變革之參考依據之一。

Within five decades internet evolution timeframe since 1969, the electronic commerce (E-Commerce) business type has been created for business to business (B2B), business to consumer (B2C), and on-line to off-line (O2O) transactions. The O2O business type has been manipulated rapidly as the omnichannel for product and service promotion rather than went through on line shop and physical store separately. However, the horizontal and vertical channel conflict happens and price discrimination does impact customer’s purchasing behavior; hence the product market share and brand image will be influenced.
This research demonstrates the single case of Haier who creates a value co-production O2O business model for its brick-and-mortar channel, on line store and Haier itself according to Yin (2009)’s case study methodology of embedded single case. The author figures out the weakness and strength of Haier’s exclusive shop, on-line store and manufactory; compares Haier’s operating performance with other home appliance key players for verifying the outcome of Haier’s each second curve (Charles Handy, 1995) business strategy and the stage of Haier’s corporate life cycle (Ichak Adizes, 1988) from the business reformation.
The purpose of Haier to establish the business strategy through social media “Wechat” is to create a value co-production ecosystem for its on-line store, exclusive shop, customers and themselves for avoiding the channel conflict and beneficial for corporate stakeholders. This case study shows the idea to the company to assimilate this business model to current model then transforming to new model for business growth; provides the example to indentify the value proposition, value configuration, value finance, and value architecture of the ecosystem under Al-Debei & Fitzgerald (2010)’s V4 business model ontological structure.

論文審定書……………………………………………………………………………..i
誌謝…………………………………………………………………………………….ii
摘要……………………………………………………………………………………iii
ABSTRACT…………………………………………………………………………....iv
TABLE OF CONTENTS…………………………………………………………….....v
LIST OF FIGURES…………………………………………………………………...vii
LIST OF TABLES…………………………………………………………………......ix
CHAPTER 1 INTRODUCTION……………………………………………….01
1.1 RESEARCH BACKGROUND……………………….…..……………. ...01
1.2 RESEARCH MOTIVATIONS…………………….……………………. ...03
1.3 RESEARCH OBJECTIVES…………………………………………….....07
CHAPTER 2 LITERATURE REVIEW………………………………………...09
2.1 CORPORATE LIFE CYCLE………………………...…………………….09
2.2 THE SECOND CURVE.. ……………………………………...................12
2.3 ANSOFF MATRIX….....….. …………………………………..…………..14
2.4 BUSINESS MODEL……...………………………………………………...16
2.5 O2O…………..…….……….…………………………………………….....19
2.6 SOCIAL MEDIA……………………………………………………….........22
2.7 CHANNEL CONFLICT………………………………………………...…...25
CHAPTER 3 RESEARCH METHODOLOGY………………………………...26
3.1 CASE STUDY METHOD.……………………………………..……….......26
3.2 STUDY PROCESS…………………………………………………..…......28
CHAPTER 4 SOLUTION DEVELOPMENT…………………………………..33
4.1 INTRODUCTION TO HAIER…………..………….………..……………..33
4.2 BUSINESS MODEL………………..…………………………..…………..44
CHAPTER 5 DEMONSTRATION AND EVALUATION………………………59
5.1 DEMONSTRATION…………………………… …………….………….....59
5.2 EVALUATION.........................................................................................65
CHAPTER 6 CONCLUSION…………………………………………………....70
6.1 SUMMARY OF SG EHAIER…..……………………………………….......70
6.2 FUTURE RESEARCH..…..………………………………………………....74
REFERENCES………………………………………………………………….....75

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