| 摘要: | 自從網際網路在1989年誕生後，人類的生活愈來愈離不開它，在這短短不到30年的時間裡，它顛覆了人們原本的通訊、學習、消費購物、付款與休閒的方式，在這各種便捷服務興起前，傳統的經銷商長久以來是各種商品銷售管道的主要通路，且實體通路一直佔有百分百體驗式消費的優勢。
然而隨著線上購物的興起與零售模式的創新，它提供了 24小時全年無休，不用出門即可隨想隨買的虛擬購物空間。在供應商方面不再受空間與時間的限制；在客戶端，消費者能節省時間與交通成本，更能享受到商家因中間商的減少與通路成本降低而提供物美價廉的服務與商品，此時傳統實體經銷通路的重要性銳減。數位科技時代來臨，人手一部的智慧型手機與網路速度飛快提升的今天，O2O (Online to Offline) 線上與線下串起的整合，使其可無縫接軌的行銷模式已成趨勢，如 Timberland 從實體的各大百貨直營店、Outlet 到 Yahoo 超級商城開店，且擁有自己的品牌購物官網、品牌 APP，實體與虛擬通路它們再也不是二個平行的市場通路，而是一種創新的商業模式，藉由科技整合提供消費者可在虛擬消費空間與實體店面中享受最佳的購物體驗。
歸納本研究結果顯示，品牌業者發展網路購物平台早已刻不容緩，個案公司如何在這些新且迅速變化的虛擬商業模式中找到最適合自家產品，達到最好的綜效的策略，關乎企業成敗，如同本研究對個案公司的建議設立專屬的電子商務部乃當務之急，同時得確立正確的線上線下虛實整合之經營模式，更需將實體通路與網路通路的品牌、商品、價格等角色定位界定清楚，以避免自家商品實虛互殘的狀況，而降低虛實整合之效益。本研究之探討期可提供品牌已發展到一定程度、但還未建立線上網路購物平台以傳統實體銷售模式為主的品牌商，一個未來發展的參考價值與方向。;Since the Internet was born in 1989, human life has become more and more inseparable from it. In less than 30 years, it has overthrown people′s habit of communications, learning, consumer shopping, payment and leisure. Before the web came to rise, traditional distributors had always been the main channel of sales for various merchandise, and their physical access has always occupied the full advantage of experiential consumption.
However, with the rise of online shopping and the innovation of the retail model, a virtual shopping space comes into view, which opens 24/7 all year round and allows customers to shop without stepping out the room. In terms of suppliers, there is no longer limits of space and time. On the clients’ side, they save time and transportation costs. Furthermore, they can enjoy services and goods provided at a more reasonable price as a result of the reduction of intermediaries and channel costs. At this point, the importance of traditional physical distribution has drastically reduced. The advent of the digital technology era, with rapid increase in the number of smart phones and speed of mobile data, has made O2O (Online to Offline) and its seamless integration of online and offline marketing models the trend. Timberland, as a good example, runs stores offline in major department stores, outlets. At the same time, it also operates online on its own website and app, along with sales on Yahoo Super Mall. Online and offline are no longer two parallel market channels, but they are combined as one innovative business model. The model, through technology integration, provides consumers with the best shopping experience in both virtual space and physical storefronts.
The results of this study show that the development of online shopping platforms by brand owners has long been a matter of no delay. A company’s success lays in the ability of finding the most suitable product and the correct strategy for this new and rapidly-changing virtual business environment. The research proposes to corporations that to set up a dedicated e-commerce department is a top priority. At the same time, companies must establish a correct online and offline integration business model, and more clearly define the brand, product, and price in both physical access and network access, to avoid conflict between virtual and physical retailing. We hope that result of this research can provide as future developing reference for brands that have developed to a certain extent but have not yet established an online shopping platform. |
