傳統蔬果新零售之跨界重置

臺灣蔬果電商其實已有10多年歷程，卻因2020年covid-19疫情爆發才真正開始加速蔬果電商產業發展。2022下半年疫情趨緩，消費者對於線上生鮮、蔬果外送需求大幅降低，導致市場績效迅速衰退。若無集團、大型企業背景支持的傳統蔬果零售業者因疫情趨勢需求已投入轉型，需具備哪些條件、能力才能真正成功順利走在電商營運之路。故以單一個案放心初蔬果網做跨時做研究，探討傳統蔬果量販店轉型線上電商之過程。根據策略形貌、資源基礎理論、動態能力三個文獻工具，深度訪談創辦人及一路跟隨公司轉型的資深主管，再透過參與蔬果採購過程、實體店鋪、電商營運、廠務管理配送、客服管理…等流程，還原、觀察、分析其跨領域自成一格的營運模式，與一般綜合型電商平台之蔬果經營、其他專業蔬果電商平台究竟有何不一樣的資源及能力。本研究發現傳產蔬果的競爭優勢是架構在既有的實體營運管理基礎及背後供應鏈生態圈，再藉由新資源能力的學習，逐步調整轉型電商各階段的策略要素及資源能力延伸，降低成本為中小企業營運的重要關鍵，再從環境觀察市場趨勢找出消費者需求，最後以動態能力做跨界資源重置、快速下策略針對目標市場提出新產品組合，以因應各種變化及競爭對手的挑戰。

關鍵字

蔬果電商；策略形貌；資源基礎理論；動態能力；產品組合

並列摘要

Taiwan Fruits & Vegetables e-commerce has been on the market over a decade,yet not until outbreak of covid-19 did it truly expand. When pandemic ebbs in late 2022, the online fresh goods demand shrunken drastically. Many fruits and vegetable retailers have devoted in digital transformation, without corporation support, what are the true criterias to compose successful e-commerce strategy？ funthingtrue.com sets an example for e-commerce transitions. In-depth interviews of founder and senior manager are examined in three methods, analyzing strategy ,resource-based view, and hyper competition. This study involves the purchasing process, physical stores, management,logistics , and customer services. By comparing wholesales to fruits & vegetables specialized e-commerce platforms, the study organized their differences. This study reveals traditional fruits & vegetables retail advantages in physical supply chain. By equipping new-resources, adapting various strategies, and cost reduction to discover market and consumer trends, helping dynamic resources reallocation. A market strategy targeted to new product-mix to cope myriads market changes and to out-strength in vicious competition.