探討虛擬與實體通路結合之商業模式-以量販零售通路為例

Exploreing the Business Model Combines Virtual and Physical Path - A Case Study of Hypermarkets

洪茂仰(Mao-Yang Hung)

指導教授 ： 廖森貴

國立臺北科技大學/管理學院/管理學院經營管理EMBA專班/碩士(2014年)

摘要

在「虛擬與實體通路結合」的商業模式中，以目前虛擬通路經過數十年的發展過程中，相關的技術已逐漸發展成熟，也讓消費者逐漸產生了對於虛擬通路的信賴感，而顧客也逐漸通習慣透過網路、平版電腦或手機的方式，從網站上或是實體商所提供的網站，如選購商品、車票與機票並完成結帳後，不必再至親自至實體通路上選購與結帳，並由實體通路業者結合物流配送系統，於限定的時間內將商品交給顧客。
由於量販實體通路因受限於開拓新據點的土地取得、投資建物、資訊設備的種種的限制，以致於無法立即有效的擴大銷售據點。加上各種不同性質的實體通路的如便利商店、藥妝店、全聯社、家樂褔、好市多等零售業者，以及網路購物在這些年不斷的改進經營的品質，降低了消費者的疑慮，也對實體通路造成了某種程度的影響。本次將以台灣量販店之「虛擬與實體通路結合之商業模式」做為研究探討。
結論建議：培養「關鍵資源」的人力與IT技術、執行以市場導向的「價值關鍵活動」、樹立價值驅動「成本結構」觀念、建立即時行銷與APP軟體界面的「顧客關係」、以結合物流與網站競合方式做「關鍵合作夥伴」的策略聯盟、連結線上下單至實體取貨的「通路型態」、以拓展現有客群以外的市場為「目標顧客」、落實這一連串經營的模式與策略方針，主要滿足「顧客價值主張」及創造企業的「利潤公式」。

關鍵字

電子商務 ； 零售商 ； 智慧手機

並列摘要

In the " combination of virtual and physical access " business model to the current virtual path after several decades of development , the relevant technology has gradually matured , but also allow consumers to gradually produce a sense of trust for the virtual path , and the customer after the habit gradually pass through the network , Tablet PC or a mobile phone the way from the site or sites provided by an entity , such as the purchase of goods , tickets and ticket and complete the checkout , no longer have to choose personally to the physical channel purchase and checkout, combined entity to retailers by the distribution system, within the limited time the merchandise to the customer .
Since the discount due to limited physical access to open up new positions in the land acquisition, various investment restrictions buildings, IT equipment, so that is not immediately effective in expanding sales base. Plus such as convenience stores, drug stores various entities of different nature path, full Associated Press, Carrefour, Costco and other retailers, and online shopping in these years constantly improve the quality of operations and reduce the consumer concerns, but also had an impact on the physical channel. The hypermarkets in Taiwan as "Virtual business model combined with physical access" to do research to explore.
Conclusion recommendations: training " key resources " in manpower and IT technology, the implementation of market- oriented " value key activities ", establish value-driven "cost structure " concept to create instant marketing and APP software interface " customer relations " in order to combine logistics competing ways to do with the site " key partners " strategic alliance " access patterns " link online and offline, in order to expand the market beyond the existing customer base as the " target customers " , the implementation model and strategic direction of this series of operations , mainly to meet " customer value proposition ," and the creation of enterprises ' profit equation . "

並列關鍵字

E-commerce ； Retailer ； Smart phone

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