混合式企業策略之研究：7-11

在市場不確定下，創新被認為是最有競爭優勢的能力之一，俾使組織歷久不墜。現今市場環境，變化不定，極具激烈競爭性，這些變化已促使新型的組織型態浮現，而這些組織不再著重於商品與服務的品質。然而，這些組織著重於對社會與環境方面有正面影響的能力。混合企業策略可以是營利或非營利導向組織，兩者細微的區別在模仿社會與環境變數的結果；基此判定，營利或非營利組織都無法適當地滿足社會與環境議題。(Billis, 2010) 混合企業策略本身是新市場趨勢浮現的結果，此人口趨勢具有不同的選擇與偏好。因此，組織須改變目標，迎合此市場區隔的需求。基此，組織不僅盡力保持高營利，且試圖滿足某些新興人道議題，例如，健康生活、產品與服務的生態環保及環境與社會正義。混合企業策略兼有市場與任務導向的優點，超越傳統營利與非營利組織的侷限。本文目標是，理解混合企業模式的本質與潛力，並基於公司內的經濟、社會及環境生命週期，藉由發展永續經營模式框架，探討此模式如何能夠使企業或組織歷久不墜。本文採用個案研究分析，探討採用混合企業策略，並在台灣占有極大連鎖市場之一的便利商店7-11。資料收集是藉由員工訪問，採行由作者製作的策略方式、組織計畫、密集資料檢查及實務觀察。本文的結果是闡述，發展混合企業策略模式，如何能促進企業表現與永續經營。本文得出，導入混合企業策略，並基於環境與商業活動，設計一經濟與社會整合的商業模式，組織可保持其混合的特性。作者提出: 7-11將會著重強調價值創造，以延續其品牌形象，並藉由採取混合永續經營模式，突破不確定性的市場。

關鍵字

混合式企業策略；混合永續發展模式

並列摘要

In the uncertainty market, innovation has been considered as one of the most competitive advantage to empower an organization to be sustained in the market. The present market environment has become aggressively competitive resulting to significant changes. These changes have led to an emergence of new types of organizations that no longer focus on their competitiveness to the quality of the goods and services produced. However, they focus on their ability to have a positive impact on the social as well as environmental aspects. The hybrid business strategy can either be profit making or non-profit making entities. The thin line of difference is as a result of emulating both social and environmental variable; the assertion is that neither the profit making nor the non-profit organizations have been able to address the social and environmental issues adequately (Billis, 2010). The hybrid business strategies itself have been a result of the emergence of new market demography. The demographic of individual have changed their tastes and preferences. Hence, the organizations have to shift their objective to meet the market segment’s needs. Organizations are not only striving to maintain high profitability levels but also attempting to address some emerging issues that are of importance to humanity, for instance, healthy living, ecological sustainability of products and services and the environmental as well as social justices. It surpasses the boundaries between typical profit and non-profit entities, by being both market-oriented and mission-focused. This study aims to contribute the understanding of the nature and potential of hybrid business model and how this model is able to sustain their company or organization by developing sustainability-driven model framework based on economic, social and environmental life cycle in the company. A case study approach was adopted to study hybrid business strategy that is applied in one of the highest market share for franchise convenience store in Taiwan, 7-Eleven. Data was gathered through interviews with employees using strategy formulation and organisation design, intensive document reviews, and practical observations made by the author. The result of this thesis is addressing how developing hybrid business strategy model can increase company’s performance and sustainability-driven. An important finding is that by applying hybrid business strategy into organization we can sustain their hybrid nature by designing business model that is economically and socially integrated based on environmental and commercial activities. The author proposes that: 7-Eleven will strongly emphasize value creation to sustain their brand image to break-through the uncertainty market by adopting hybrid sustainability-driven model in the company

並列關鍵字

hybrid business strategy ； sustainability-driven model

參考文獻

Anderson, T., & Leal, D. ( 2014). Free Market Environmentalism for the Next Generation. New York: Palgrave Macmillan.

Barker, N., Valos, M., & Shimp, T. (2011). Integrated Marketing Communications. Boston: Cengage Learning.

Greenleaf Publishing.

Ciesielska, M. (2010). Hybrid organization. Frederiksberg.

Coughlan, A.T., Anderson, E,., Stern, L.W. and El-Ansary, A.I. (2006), Marketing Channels, 7th ed. NJ: Prentice Hall, Upper Saddle River.

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混合式企業策略之研究：7-11

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