誠品集團之商業模式創新與轉型策略分析

Eslite Group's business model innovation and strategies

何威廷(Wei-Ting Ho)

指導教授 ： 郭瑞祥

共同指導教授 ： 陳忠仁

國立臺灣大學/管理學院/商學研究所/碩士(2014年)

https://doi.org/10.6342/NTU.2014.10672

摘要

企業轉型一直是企業發展的一個重要課題，在企業成長面臨停滯、產業進入生命週期的高原期時，企業需要去思考如何嘗試新的突破，並在產業裡創造新的商機甚至跨入另一個產業。而自從有學者開始研究商業模式以來，商業模式的創新就變成了企業去突破轉型困境時的一個很好的思考方向。
在商業模式創新上，以往企業會注重科技上的發展，可是在這個資訊跟技術可以快速流通的網路世代，只專注在科技上的競爭力與轉型突破是有一定風險的，而另一方面在服務業上，也很難只專注在科技上的創新，故此，誠品集團以一個面臨網路挑戰而走向衰退的流通服務業，透過商業模式的轉換，轉型成前景看好的百貨服務業的個案典範，便是ㄧ個很值得研究的對象。
本研究將以個案研究方法，運用動態演化能力與商業模式理論去探討，誠品集團是如何順應外界衝擊、運用企業資源與外部關係，讓自己能從虧損十五年到成功創造百億營收，這一路企業發展的過程、轉型的路徑與思考的模式。
從研究結果得知，可以發現誠品在商業模式上大致可以分為兩期：｢連鎖書店時期｣ 跟 ｢生活場域時期｣，而兩期間的商業模式存在決定性的差異才使誠品今日能有如此令人關注的成就，其中的變化關鍵一為誠品對自身核心能力的重新解讀與堅持，因而更能有效的運用帶來營收；二為誠品能在外部衝擊來臨前提早思考轉型並且不斷嘗試，運用有管理思維的方式，最後才終於帶來誠品的成功故事。

關鍵字

企業轉型 ； 商業模式 ； 服務業創新 ； 誠品 ； 動態演化能力

並列摘要

Enterprise Transformation has been an important topic of enterprise development in this day and business model innovation becomes a good point of breaking through the plight of enterprise transformation since some scholars have begun to study business model. About business model innovation, companies previously focused on R&D but only focusing on R&D has certain risk in the generation of internet that information can rapidly spread. On the other hand, service industry is difficult to focus on technologic innovation. Therefore Eslite, through business innovation, transform to promising department store industry from book store industry which facing the internet threat and marketing recession - it's a case worth studying.

This study will use case study research, dynamic capabilities theory and business model to explain: how does Eslite Group create 10 billion revenue as a company which have had losses continually for fifteen years. In the results of my research, Eslite's business model can be roughly divided into two parts: "book stores" and "living field" and there are key point making a decisive difference between this two business models. The first key point is Eslite re-interprets and adheres own core competencies so they can make revenues more effectively; The Second point is Eslite can think how to do enterprise transformation before external shocks comes through management thinking, so finally they brought Eslite's success story.

並列關鍵字

enterprise transformation ； business model ； service innovation ； Eslite ； dynamic capabilities theory

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