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博碩士論文 etd-0605116-140648 詳細資訊
Title page for etd-0605116-140648
論文名稱
Title
零售業實體通路與虛擬通路整合商業模式之研究
A Study on the Integration of Clicks and Mortars in Retailing Industries.
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
61
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2016-06-04
繳交日期
Date of Submission
2016-07-25
關鍵字
Keywords
商業模式、策略聯盟、全通路、虛實整合
Omni Channel, Click-and-Mortar, Business Model, Strategic Alliance
統計
Statistics
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中文摘要
台灣受限於市場規模,實體通路面臨到的問題是擴點速度緩慢且趨於飽和,加上每年的租金、水電、人事費用的調漲,環境經濟影響以及消費習慣的改變等造成實體店面來客數降低,營收減少。許多實體通路零售商很早就加入了虛擬通路的行列,期望藉此能找到企業成長的新動能,擴大市場經濟規模。
隨著虛擬通路的快速發展以及不斷的演進,從早期的多通路到現在已演變為全通路時代,消費者的消費習慣已經沒有時間與空間的限制,線上與線下的整合提供了消費者一個全新的購物體驗,因此虛實通路要如何共享資源提供給消費者核心的價值為企業創造最大的利潤,是零售業在虛實整合上一個非常重要的議題。
本研究主要透過商業模式圖的九個構成要素,剖析企業的關鍵資源,透過內部的資源整合或者外部結合資源做策略聯盟,以及實體通路與虛擬通路的角色定位,經由個案研究方式,以特力零售集團為研究對象,探討出在全通路無縫零售下的商業模式架構,提供零售企業在虛實整合上的營運管理參考。
Abstract
Physical channel is facing severely challenges on its sales turnover owing to slow but gradual disseminated effects of market saturation and cause sluggish new store opening speed, this is obvious seen in particular relatively small scale economy in Taiwan; fixed/variable costs are roar up annually which includes rental, electricity/water for operation, labor cost, in contrast, sales turnover is at downtrend decreased which have shown impacts from deteriorated macroeconomic environment in Taiwan, and shifting of customer behavior, all aforementioned have resulted in lower customer count, drop in sales turnover for retailers. Emerge of Virtual channel appears to be salvation from savior in long run torture as stand of physical channel, virtual channel is deems as brand new momentum/growth engine in eye of physical channel and to be counted on as an alternative of increasing corporate/company sales turnover, majority of them take a crack at creation of larger market economic scale, lineups to joint in virtual channel is common from even earlier time up to current.
Looking ahead, witnessed the growth and evolution of virtual channels, it is obviously that the multi-channel trend is going to onward in next decade, customers/consumers experienced different/peculiar shopping events which delimited the restrictions from time/location that traditional shopping would have to confront with, this has changed customer/consumer shopping habit/behavior, integration of upper and down streams supply chains has made new shopping era either for retailer or consumer. It triggers a crucial topic of how corporation/company to co share its virtual and physical resources to gain win, all aiming at maximization of profitability and simultaneously would have provided thrilling shopping experience to customer/consumer.
The research hypothetically assumes and utilizes 9 elements that formed Business Model to analyze key enterprise resources, how enterprises can adapt and properly combine internal resources to acquire advantageous even strategic alliance position, we are about to observe and will get conclusion throughout case study in this research, testrite group in this case, to explore business model under how seamless retailing works in multi channel marketing, hope this research will serve as significant reference at regards of combination virtual/physical channels for all other retailers as well.
目次 Table of Contents
公開授權書 i
誌 謝 ii
摘 要 iii
Abstract iv
目 錄 v
圖 次 vii
第一章 緒論 1
第一節 研究動機 1
第二節 研究目的 2
第二章 文獻探討 3
第一節 虛實整合 3
第二節 全通路零售 8
第三節 商業模式 12
第四節 資源基礎理論 16
第五節 策略聯盟 19
第三章 研究方法 21
第一節 研究流程 21
第二節 個案研究法 22
第四章 個案研究 23
第一節 產業概況 23
第二節 個案簡介 25
第三節 特力零售實體通路與虛擬通路現況 35
第五章 研究分析 39
第一節 全通路零售對於實體通路與虛擬通路的角色改變 39
第二節 消費者行為的改變 41
第三節 資源重整 44
第四節 全通路的商業模式 46
第六章 研究結論與建議 48
第一節 研究結論 48
第二節 研究建議 49
參考文獻 50
一、中文 50
二、英文 51
三、網站資料 53

圖 次
圖2-1 虛實整合頻譜圖 4
圖2-2 零售通路演變圖 9
圖2-3 Alexander Osterwalder 商業模式九宮格 12
圖3-1 研究流程 21
圖4-1 特力集團架構圖 27
圖4-2 特力集團零售事業群組織架構 28
圖4-3 特力屋 網路商店 31
圖4-4 特力 和樂 網路 商店 31
圖4-5 特力幸福家網路商店 31
圖4-6 網路服務部任務功能 32
圖4-7 網路商店作業分工圖 33
圖4-8 網路店產品銷售作業流程 34
圖4-9 實體通路現行商業模式圖 36
圖4-10 實體通路現況加上虛擬通路的商業模式 37
圖5-1 O2O 消費旅程 41
圖5-2 全通路的商業模式圖 47
參考文獻 References
一、中文
方至民,2011,策略管理概論-應用導向,臺北:前程企管。
王曉鋒、張永強、吳笑一,2015,零售4.0 零售革命,邁入虛實整合的全通路時代,遠見天下文化出版(股)公司。
江馨瑩,2013,以競合策略的觀點探討企業虛擬通路與實體通路的互動關係。國立政治大學科技管理研究所未出版碩士論文,台北市。
吳佩勳、利尚仁(2004),「以資源基礎理論觀點分析通路品牌與競爭策略經營:突破八國聯軍的本土量販霸主—大潤發」,科技整合管理國際研討會5月22日 第613-617。
李坤金,201,消費者選擇特力屋或好博家之消費行為研究。清雲科技大學經營管理研究所未出版碩士論文,台北市。
亞歷山大‧奧斯瓦爾德,2012,獲利世代,早安財經文化有限公司。
林仁宗,2002,實體通路與虛擬通路競合關係與發展契機之研究-以網路購物市場發展為例。國立台灣大學商學研究所未出版碩士論文,台北市。
梁哲誠,2002,以交易成本理論分析虛擬與實體通路整合-台灣便利商店在電子 商務的優勢,國立高雄第一科技大學行銷與流通管理系未出版碩士論文,台北市。
黃華泰,2001,網站經營模式與企業實體價值鏈整合之探討。銘傳大學 資訊管理研究所未出版碩士論文,台北市。

二、英文
Aaker, D.A.(1989), “Managing Assets and Skills:The Key to a Sustainable Competitive Advantage,” California Management Review, Winter 1989,PP.91-106.
Afuah, A., & Tucci, C. L. (2000). Internet business models and strategies: Text and cases. New York: McGraw-Hill Higher Education.
Bakos, J. Y., & Treacy, M. E. (1986). Information Technology and Corporate Strategy: A Research Perspective. MIS Quarterly, 10(2), 107-119.
Barney , J.B. (1986),”Organizational Culture:Can It be a Source of Sustained Competitive Advantage?” Academy of Management Review, Nov., PP.656-665.
Brandemburger, A. N. & Nalebuff, B. J., 1996, Co-opetition, New York: Doubleday.
Callahan, C. V. & Pasternack, B. A., 1999, Corporate strategy in the digital age, Strategy & Business, 15, P.10-18.
Chesbrough, H., & Rosenbloom, R. S.(2002). The role of the business model incapturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies.Industrial and corporate change, 11(3), 529-555.
Collis, D.J. and C.A. Montgomery (1995), “Competing on Resources: Strategy in the 1990’s,” Harvard Business Review, 73(4) PP.118-128. 9.Collis, D.J. and C.A. Montgomery (1997), “Corporate Strategy :Resources and the Scope of the Firm,” Chicago:IRWIN.
Combs, J. G. & Ketchen, D. J. Jr., 1999, Explaining interfirm cooperation and performance: Toward a reconciliation of predictors from the resource-based view and organizational economics, Strategic Management Journal, 20, P.867-888.
Dyer, J. H. & Singh, H., 1998, The relational view: Cooperative strategy and sources of interorganizational competitive advantage, Academy of Management Review, 23, P.660-679.
Fisher, R.(2001). Building customer relationships in a networked economy. Ivey Business Journal, 66(1), 57-63
Grant, R.M.(1991),”The Resource-Based Theory of Competitive Advantage Implications for Strategy Formulation,” California Management Review,Vol.33,Spring,pp.114-135
Gulati, Ranjay and Jason, Garino (2000), “Get the Right Mix of Bricks and Clicks,” Harvard Business Review, 78: 107-144.
Hamel, Gary and Prahalad, C.K.(1990), “The Core Competence of Corporation,” Harvard Business Review, Vol.68(3), PP.79-91.
Nelson, E., 2000, War-Mart revamps its online store, prepares for service in AOL alliance, Wall Street Journal, January 3, A12.
Peteraf, N.A. (1993), “The Cornerstones of Competitive Advantage: A Resource-based View,” Strategic Management Journal, 14(3), Mar., PP.179-191.
Rayport, J. F., & Sviokla, J. J. (1995). Exploiting the Virtual Value Chain. Harvard Business Review, 73(6), 75-87.
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