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題名 台灣新創生鮮電商之組織關鍵活動:B2B與B2C商業模式比較
Organizational Critical Activities For Taiwan Fresh E-commerce Startup: B2B and B2C Models Comparison作者 李奇芸
Lee, Chi-Yun貢獻者 洪為璽<br>彭朱如
Hung, Wei-Hsi<br>Peng, Tzu-Ju
李奇芸
Lee, Chi-Yun關鍵詞 生鮮電商
組織關鍵活動
企業對企業
企業對消費者
Fresh Food E-commerce
Organizational Critical Activities
B2B
B2C日期 2021 上傳時間 1-Mar-2022 18:22:29 (UTC+8) 摘要 台灣電商市場高達新台幣兩千五百億規模，又以生鮮電商之成長最為快速，自2018年以來，電商巨頭與鮮食品牌競爭市場份額，並同時有如優步、熊貓等外送業者加入競爭。除了傳統面向消費者之B2C電商模式，近年也有企業推出B2B生鮮電商，整合供應鏈並提供餐廳業者蔬果鮮食產品。本研究採用組織關鍵活動(Organizational Critical Activities，OCAs)理論，研究同時經營B2B及B2C模式的台灣生鮮代表性新創，並解析其兩種模式下，組織關鍵活動之異同、探尋其根本原因，並提出相應策略予以業者參考。本研究發現，B2C模式之組織關鍵活動聚焦營銷相關活動，而B2B模式則更注重運營之效率優化。影響組織關鍵活動不同的主因，則為客戶性質差異：B2C面向一般消費者，其決策時間短、易被高品牌辨識度吸引，反之，B2B客戶決策時間較長、須考量轉換供應商之風險，更在意品質及價格穩定。建立於客戶性質差異之上，B2C模式適合採取差異化經營策略，並以行銷為主的組織關鍵活動去強化消費者需求，而B2B模式則以低成本策略為主，專注於運營優化之組織關鍵活動。透過本研究，期待能提供相關業者在B2C及B2B模式下的組織關鍵活動及策略建議，透過對客戶特性之解析，採取相應策略，使企業邁向中、長期成功，永續經營。
Taiwan`s e-commerce market is nearly two hundred and fifty billion Taiwanese dollars, while fresh food e-commerce has grown the fastest across all sectors. In the past three years, local e-commerce giants started to compete with local food brands. Meanwhile, delivery companies such as Uber and Foodpanda have launched fresh food delivery services, intensifying the competition. In addition to the traditional consumer-oriented B2C e-commerce model, some companies have launched fresh B2B e-commerce in recent years. The B2B models fresh food e-commerce targets restaurants as customers, integrating traditional fresh food supply chains and providing fresh fruits and vegetable supply services for those small and medium-sized restaurants.This study adopts the Organizational Critical Activities (OCAs) theory to study a Taiwanese fresh food startups that operates both B2B and B2C models. By analyzing the similarities and differences in OCAs under two models, the study further explores the root cause making the differences. Finally, the study finds how business owners can adopt appropriate strategy and related OCAs when it comes to both B2B and B2C models.This study finds that the OCAs of the B2C model focuses more on marketing-related activities, while the B2B model focuses more on efficiency optimization activites. The main reasons that differentiate organizational critical activities under these two models are the fundamental differences in customers` characteristics. The general consumers(B2C) have a short decision-making time and are easily attracted by high brand recognition. B2B clients have a longer decision-making process and must consider the risk of switching suppliers. Moreover, B2B clients are more concerned about quality and price stability.Based on the fundamental differences in the nature of customers, the B2C model is suitable for adopting differentiated business strategies, focusing on marketing-oriented OCAs to raise public demand. In contrast, the B2B model focuses on low-cost strategies, aiming at OCAs such as internal management optimization and operational efficiency improvement.The study summarizes OCAs and strategic suggestions under the B2C and B2B models. By understanding the characteristics of B2B and B2C customers, the enterprises can develop complementary strategies and related OCAs that move the business towards success.參考文獻 中文文獻李家汶. (2014). 建構組織關鍵活動與資訊科技使用模式之理想廓形: 以連鎖餐飲業為例. 國立中正大學資訊管理研究所論文。林書凱. (2014)組織關鍵活動與行動商務科技應用連結對企業績效之影響. 國立中正大學資訊管理研究所論文。林素卿. (2012). 教師行動研究導論 (2E): 麗文文化 058 (Vol. 58): 麗文文化事業股份有限公司.胡幼慧. (1996). 多元方法: 三角交叉檢視法. 質性研究: 理論, 方法及本土女性研究實例. 臺北: 巨流圖書, 271-285.洪奇祿. 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Electronic commerce: structures and issues. International journal of electronic commerce, 1(1), 3-23.Wigand, R. (1997). Electronic Commerce: Definition, Theory, and Context. Inf. Soc., 13, 1-16. doi:10.1080/019722497129241Yan, W., Shuanggen, H., Qi, C., & Yuan, P. (2010). Opinions about the development of agricultural e-commerce in the New Socialism Countryside Construction. Paper presented at the 2010 International Conference on E-Business and E-Government.Zhao, Z.-l., & Tian, Y. (2014). Discussion about agricultural e-commerce situation and optimization. Paper presented at the 2014 International Conference on Management Science & Engineering 21th Annual Conference Proceedings. 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
108363008資料來源 http://thesis.lib.nccu.edu.tw/record/#G0108363008 資料類型 thesis dc.contributor.advisor 洪為璽<br>彭朱如 zh_TW dc.contributor.advisor Hung, Wei-Hsi<br>Peng, Tzu-Ju en_US dc.contributor.author (Authors) 李奇芸 zh_TW dc.contributor.author (Authors) Lee, Chi-Yun en_US dc.creator (作者) 李奇芸 zh_TW dc.creator (作者) Lee, Chi-Yun en_US dc.date (日期) 2021 en_US dc.date.accessioned 1-Mar-2022 18:22:29 (UTC+8) - dc.date.available 1-Mar-2022 18:22:29 (UTC+8) - dc.date.issued (上傳時間) 1-Mar-2022 18:22:29 (UTC+8) - dc.identifier (Other Identifiers) G0108363008 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/139318 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 108363008 zh_TW dc.description.abstract (摘要) 台灣電商市場高達新台幣兩千五百億規模，又以生鮮電商之成長最為快速，自2018年以來，電商巨頭與鮮食品牌競爭市場份額，並同時有如優步、熊貓等外送業者加入競爭。除了傳統面向消費者之B2C電商模式，近年也有企業推出B2B生鮮電商，整合供應鏈並提供餐廳業者蔬果鮮食產品。本研究採用組織關鍵活動(Organizational Critical Activities，OCAs)理論，研究同時經營B2B及B2C模式的台灣生鮮代表性新創，並解析其兩種模式下，組織關鍵活動之異同、探尋其根本原因，並提出相應策略予以業者參考。本研究發現，B2C模式之組織關鍵活動聚焦營銷相關活動，而B2B模式則更注重運營之效率優化。影響組織關鍵活動不同的主因，則為客戶性質差異：B2C面向一般消費者，其決策時間短、易被高品牌辨識度吸引，反之，B2B客戶決策時間較長、須考量轉換供應商之風險，更在意品質及價格穩定。建立於客戶性質差異之上，B2C模式適合採取差異化經營策略，並以行銷為主的組織關鍵活動去強化消費者需求，而B2B模式則以低成本策略為主，專注於運營優化之組織關鍵活動。透過本研究，期待能提供相關業者在B2C及B2B模式下的組織關鍵活動及策略建議，透過對客戶特性之解析，採取相應策略，使企業邁向中、長期成功，永續經營。 zh_TW dc.description.abstract (摘要) Taiwan`s e-commerce market is nearly two hundred and fifty billion Taiwanese dollars, while fresh food e-commerce has grown the fastest across all sectors. In the past three years, local e-commerce giants started to compete with local food brands. Meanwhile, delivery companies such as Uber and Foodpanda have launched fresh food delivery services, intensifying the competition. In addition to the traditional consumer-oriented B2C e-commerce model, some companies have launched fresh B2B e-commerce in recent years. The B2B models fresh food e-commerce targets restaurants as customers, integrating traditional fresh food supply chains and providing fresh fruits and vegetable supply services for those small and medium-sized restaurants.This study adopts the Organizational Critical Activities (OCAs) theory to study a Taiwanese fresh food startups that operates both B2B and B2C models. By analyzing the similarities and differences in OCAs under two models, the study further explores the root cause making the differences. Finally, the study finds how business owners can adopt appropriate strategy and related OCAs when it comes to both B2B and B2C models.This study finds that the OCAs of the B2C model focuses more on marketing-related activities, while the B2B model focuses more on efficiency optimization activites. The main reasons that differentiate organizational critical activities under these two models are the fundamental differences in customers` characteristics. The general consumers(B2C) have a short decision-making time and are easily attracted by high brand recognition. B2B clients have a longer decision-making process and must consider the risk of switching suppliers. Moreover, B2B clients are more concerned about quality and price stability.Based on the fundamental differences in the nature of customers, the B2C model is suitable for adopting differentiated business strategies, focusing on marketing-oriented OCAs to raise public demand. In contrast, the B2B model focuses on low-cost strategies, aiming at OCAs such as internal management optimization and operational efficiency improvement.The study summarizes OCAs and strategic suggestions under the B2C and B2B models. By understanding the characteristics of B2B and B2C customers, the enterprises can develop complementary strategies and related OCAs that move the business towards success. en_US dc.description.tableofcontents 目次第壹章 緒論 P5第一節 研究動機 P5第二節 研究目的與問題 P7第三節 研究流程 P8第貳章 文獻回顧 P10第一節 電商定義與種類 P10一、電商定義 P10二、電商種類 P10第二節 B2B電商與B2C電商探討 P13第三節 生鮮電商探討 P16一、生鮮電商特性 P16二、台灣生鮮電商發展 P17第四節 組織關鍵活動 P19一、組織關鍵活動定義 P19二、組織關鍵活動模型 P24三、組織關鍵活動與策略之關係 P26四、組織關鍵活動尋找方式 P31第參章 研究方法 P33第一節 研究方法選擇 P33第二節 研究類型設計 P34第三節 研究對象選擇 P35第四節 資料蒐集方式 P36一、訪談法 P36二、次級資料搜集 P37第肆章 研究分析與發現 P42第一節 個案公司簡介 P42第二節 B2B組織關鍵活動 P44第三節 B2C業務之關鍵活動 P50第四節 B2B之於B2C比較分析 P54第伍章 結論與建議 P59第一節 研究結論 P59第二節 研究貢獻 P60第三節 研究建議 P61第四節 研究限制與未來研究 P62參考文獻 P63附件 P69 zh_TW dc.format.extent 2025037 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0108363008 en_US dc.subject (關鍵詞) 生鮮電商 zh_TW dc.subject (關鍵詞) 組織關鍵活動 zh_TW dc.subject (關鍵詞) 企業對企業 zh_TW dc.subject (關鍵詞) 企業對消費者 zh_TW dc.subject (關鍵詞) Fresh Food E-commerce en_US dc.subject (關鍵詞) Organizational Critical Activities en_US dc.subject (關鍵詞) B2B en_US dc.subject (關鍵詞) B2C en_US dc.title (題名) 台灣新創生鮮電商之組織關鍵活動:B2B與B2C商業模式比較 zh_TW dc.title (題名) Organizational Critical Activities For Taiwan Fresh E-commerce Startup: B2B and B2C Models Comparison en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文文獻李家汶. 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