前推電視商務之新商業發展模式：東森購物為例

數位時代的特色之一，為新興商業模式持續衍生與不斷竄出。2003年SARS事件爆發與帶來的有店購物不安情境，讓以在宅視覺行銷搶攻消費市場的電視購物，業績瞬間數倍翻出與爆表；此階段的電視購物業績一度超越網購，在當時曾展現出火車頭產業的架勢。當時此新創的無店經營模式，何以會在後續成長過程呈現出乏力走勢？其「長尾」不顯著的生命週期演進，值得深入探討。本研究以當時電視商務第一品牌─東森購物的型錄商品，為資料蒐集對象，應用投入產出關聯表為量化分析工具。由本文實證發現黃金成長階段的東森，曾經為主導型的優勢品牌，然而其商務鏈結構卻出現了問題，即此時期的東森展現富後勤優勢的後向影響度，卻發生前向鏈結失衡之感應度問題。市場之挑戰就是機會，本文最後運用跨界共生之新媒體鏈關聯佈局，前推此新興零售業之平衡發展模式，期能突破當前東森營運之混沌生命週期。

關鍵字

無店鋪電視商務；投產關聯分析；產業鏈共生

並列摘要

The new business model has been motivated and created steadily in response to emerging digital times. After SARS events, the out-shoppers under TV commerce's convergence had ever been exploded, in association with the uneasy contingencies in physical shopping connectivity. Under the continuous mobile communication techniques, this original TV commerce which had ever made good prospects in long-tail business has been confronted with more challenge and strong competitive pressure. In this article, we investigate the ET Mall's robust golden age, stimulated by the non-store TV commerce in conjunction with its initiative and innovative retailing, and help identify some important cause for the subsequent declining. We apply an evaluative inter-industry interdependence matrix to calculate its less forward and more backward linkages during its golden-age period, respectively. Our findings are intended to build a new symbiotic-balanced chain for the media retailer sensitively measured by the relevant forward-linkage revaluation, and to help fight for and faced with high shake-out as well as its chaos life span.