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題名 以數位行銷為主業之子公司協助集團轉型之研究
How a subsidiary majoring in digital marketing assisting the transformation of a business group
作者 李雯菁
Lee, Wen-Ching
貢獻者 于卓民
李雯菁
Lee, Wen-Ching
關鍵詞 數位行銷
數位轉型
網紅行銷
電商行銷
集團轉型
社群行銷
資源基礎論
PEST分析
SWOT分析
Digitalmarketing
Digitaltransformation
Influencermarketing
Ecommercemarketing
Grouptransformation
Socialmediamarketing
Resourcebasedtheory
PEST
SWOT
日期 2023
上傳時間 1-Sep-2023 15:04:09 (UTC+8)
摘要 本案研究背景為2019年12月COVID-19 新冠肺炎於武漢爆發後，全球陷入鎖國、封城防疫措施，本研究個案S公司的母公司Ｗ集團為台資企業，面對疫情爆發後，台灣和大陸實體店面營收下滑，且從線上銷售管道爭取營收動能不足，Ｗ集團於焉發現組織人才的數位專業能力問題，始極力進行數位轉型。
台灣在2020年，因疫情之故，消費型態大量轉移至線上電子商務，當時線上商機蓬勃發展且形式多樣化，包括數位廣告、電商行銷、網紅行銷、口碑行銷等。Ｗ集團為做集團轉型，2021年在台灣設立S公司，主力研發線上展業模式，並將數位資源提供Ｗ集團國內外各成員使用，發展綜效。
Ｓ公司已成立兩年，公司發展之初同時進行電商、社群和網紅行銷，預期將數位資源完整串連，以架構數位商業模式獲利。後來，歷經組織人才專業問題、市場環境試練後，調整業務核心以網紅行銷做為發展重點，此外，Ｓ公司也將數位行銷展業方式分享予Ｗ集團的子公司做商業模式重整，亦將網紅活動資源提供予子公司共同運用，以達Ｗ集團創立S公司之目的。
在檢視上述S公司迄今績效外，並針對Ｓ公司發展提出研究建議，S公司發展之初建議先審視Ｗ集團的核心資源和組織人才專業項目，先以有利的強項為起啟項目，再將組織佈局擴大；其次發展電商的過程，可先運用第三方電商平台試練Ｓ公司電商行銷能力，在建立自己的會員後，再逐步擴展經營Ｓ公司的品牌電商平台。
再者，面對2023年疫情解封的市場環境，S公司未來發展除了持續擴展原有網紅行銷之外，建議發展網紅IP商品，這部分可運用Ｗ集團之資源，包括研發和製造能力，以及即有的廠房及生產線，於台灣和大陸生產商品；並運用Ｗ集團在食品業的品牌信任度，和集團的媒體資源加上Ｓ公司的網紅行銷共同宣傳推廣，該IP商品在線上銷售成功後，再延伸至Ｗ集團線下零售通路，充份運用Ｗ集團資源，創造競爭優勢。
The background of this research is the outbreak of COVID-19 in Wuhan in December 2019, which led to global lockdowns and epidemic prevention measures. The case study company, S Company, is a subsidiary of W Group, which is a Taiwanese enterprise. In the face of the outbreak, revenues froms stores in Taiwan and China declined, and the momentum to generate revenues from online sales channels was insufficient. As a result, W Group realized the problem of the digital professional ability of its organizational talents and began to vigorously pursue digital transformation.
In 2020, due to the epidemic, consumer patterns in Taiwan shifted significantly to e-commerce. At that time, online business opportunities were booming and diversified, including digital advertising, e-commerce marketing, influencer marketing, and word-of-mouth marketing. In order to facilitate group transformation, W Group established S Company in Taiwan in 2021. The company focuses on developing online exhibition business models and providing digital resources to W Group members domestically and internationally to develop synergy.
Digital marketing was at the core of S Company`s founding, and plans were made for e-commerce, self-media operations, and influencer marketing. Digital resources were fully integrated to create profitable digital business models.
S Company has been established for two years. At the initial stage of the company`s development, it simultaneously conducted e-commerce, social media, and influencer marketing, with the aim of fully integrating digital resources to formalate profitable digital business models. However, after experiencing professional talent and market environment tests, the company adjusted its business foci and made influencer marketing the development priority. Additionally, S Company shared its digital marketing exhibition methods with W Group`s subsidiaries to restructure their business models. Moreover, the company provided influencer activity resources for subsidiaries to use jointly, with the goal of achieving the purpose of establishing S Company by W Group.
In addition to reviewing the performance of S Company so far, this research proposes development recommendations for S Company. At the beginning of S Company`s development, it is suggested to first review W Group`s core resources and professional talent projects and started working on profitable projects, and then engaged in organization-wide deployment. Secondly, in the process of developing e-commerce, S Company utilized third-party e-commerce platforms to test its e-commerce marketing capabilities, and after establishing its own membership, gradually expanded the operation of its own e-commerce platform.
Furthermore, in response to the market environment following the lifting of COVID-19 restrictions in 2023, S Company plans to continue expanding its influencer marketing efforts and recommends developing influencer IP products for future growth. This can leverage the resources of W Group, including research and development and manufacturing capabilities, as well as factories to produce goods in Taiwan and mainland China. With the backing of W Group`s brand reputation in the food industry and media resources, combined with S Company`s influencer marketing, the IP products are promoted and sold online successfully, and then extended to W Group`s offline retail channels, fully utilizing W Group`s resources to create competitive advantage.
參考文獻 英文參考文獻
Aguilar, Francis J. (1967). Scanning the business environment. New York, NY: Macmillan.
Austin, E. J. (1990). Managing In Developing Countries. Washington D.C.: Free Press.
Barney, J.B., (1986). Strategic factor markets: Expectations, luck, and business strategy. Management Science, 42, 1231-1241.
Barney, J. B., (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
Bower, J.L. & Christensen, C.M. (1995). Disruptive technologies: Catching the wave. Harvard Business Review, Jan-Feb., 43-53
Eisenhardt, K.M. & Brown, S.L. (1998). Time pacing: Competing in markets that won’t stand still. Harvard Business Review, Mar-Apr., 60-69.
Grant, R.M., (1991). The Resource-based Theory of competitive advantage: Implications for Strategy Formulation. California Management Review, 33(3), spring, 114-135.
Hill, C.W.L. & Jones, G.R. (1992). Strategic management: An integrated approach, Boston, MA: Houghton Mifflin.
Hunt, S.D (2000). A general theory of competition. Thousand Oaks, CA: Sage publication.
Montgomery, C.A. (1996). Resource-based and evolutionary theories of the firm: towards a synthesis, 2nd ed, Amsterdam: Kluwer Academic Publishers, 6-13.
79
Penrose, E. T. (1959). The theory of the growth of the firm. New York: John Wiley & Sons.
Peteraf, M. A., (1993). The cornerstones of competitive advantage: A Resources- based view, Strategic Management Journal,14(Mar.), 179-191.
Pine, II, J.B. (1993), Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.
Prahalad, C. K. & Hamel, G. (1990), The core competence of the corporation, Harvard Business Review, May-June, 277-299.
Priem, R.L. & Bulter, J.E. (2001b). Tautology in the resource-based view and implications of externally determined resource value: Further comments. Academy of management Review, 26(1), 57-66.
Rumelt, R. P.,R. B. Lamb (Ed.)(1984). Competitive strategic management. Englewood Cliffs, NJ: Prentice-Hall.
Seitz, N. & Ellison, M. (1999). Capital budgeting and long-term decisions. NY: Harcourt Brace College Publishers.
Srivastava, R. K., T. A. Shervani and L. Fahey (1998). Market-based assets and shareholder value: A dramework for analysis. Journal of Marketing, 62 (1), 2- 18.
Srivastava, R. K., Fahey, L., & Christensen, H. K. (2001). The resource based view and marketing: The role of market based assets in gaining competitive advantage. Journal of Management, 27(6), 777-802.
Teece, D.J. &, Pisano, G. (1994). The dynamic capabilities of firms: an introduction. Industrial and Corporate Change, 3(3), 537-556.
Van Vliet, V. (2010). Albert Humphrey. Retrieved August 01, 2023, from Toolshero: https://www.toolshero.com/toolsheroes/albert-humphrey/
80

Weihrich，Heinz (1982). The SWOT matrix-A tool for situational analysis. Long Range Planning, 15(2), 54-66.
Wernerfelt, Biger. (1984). A resource-based view of the firm. Strategic Management Journal, 5, 171-180.

中文參考文獻
Barney, J.B. & Clark, D.N. (2011). 資源基礎理論-創建並保持競爭優勢，一版， 上海:格致出版社、上海人民出版社。
Influencer Marketing Hub，The State of Influencer Marketing 2020: Benchmark Report，上網日期 111 年 10 月 28 日，檢自 https://influencermarketinghub.com/influencer-marketing-benchmark-report- 2020/
KOL Master，網紅行銷 2020 持續成長，國際報告顯示數據驚人，上網日期 111 年 09 月 25 日，檢自 https://www.kolmasters.com/blog/influencer- marketing-trend-2020/
Yahoo 新聞，網購市場發展攀新高 成長率優於整體零售業，上網日期 111 年 09 月 20 日，檢自
https://tw.news.yahoo.com/%E7%B6%B2%E8%B3%BC%E5%B8%82%E5 %A0%B4%E7%99%BC%E5%B1%95%E6%94%80%E6%96%B0%E9%AB %98- %E6%88%90%E9%95%B7%E7%8E%87%E5%84%AA%E6%96%BC%E6 %95%B4%E9%AB%94%E9%9B%B6%E5%94%AE%E6%A5%AD- 073456300.html
工商時報，當人工智慧遇上商業智慧 消費市場的超新星爆發，上網日期 111 年 09月26日，檢自
https://ctee.com.tw/industrynews/consumption/508305.html
天下雜誌，天下 Web only，Web 3.0 是什麼?NFT、元宇宙都跟它有關?上網日 期 111 年 03 月 07 日，檢自 https://www.cw.com.tw/article/5120228 田逸星(2002)，台灣中藥製造業經營策略之探討。國立成功大學工業管理科學
研究所碩士論文。
吳思華(2000) 。策略九說，三版。台北:臉譜出版。 林泯杉、郝宗瑜(2021)。臺灣電子書的發展及銷售方向，中華印刷年報，5，
106-119。
風雲集 RICHIE，組織管理 組織競爭力:資源基礎、競能基礎與動態能力觀
點，上網日期 111 年 08 月 28 日，檢自
https://yunjoy.tw/study/organization/117-competitive-advantage.html
黃俊英、陳世穎(2003)。市場基礎資產之角色:資源基礎理論觀。運籌研究集 刊，3，43-60。
數位時代，momo、PChome 誰搶到更多疫情紅利?電商「戰績榜」一次看，上 網日期111年10月28日，檢自 https://www.bnext.com.tw/article/72286/ec-market-fl-oct-
劉金明(2013)，因應環境變化策略之研究—以科技產品代理業為例。國立政治 大學商學院經營管理碩士論文。
關鍵評論網，網紅行銷須知:Instagram、TikTok、YouTube 怎麼選?四大指標 幫助品牌主做出最好決策，上網日期 111 年 09 月 25 日，檢自 https://www.thenewslens.com/article/168296/page2
描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
106932108
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106932108
資料類型 thesis
dc.contributor.advisor 于卓民zh_TW
dc.contributor.author (Authors) 李雯菁zh_TW
dc.contributor.author (Authors) Lee, Wen-Chingen_US
dc.creator (作者) 李雯菁zh_TW
dc.creator (作者) Lee, Wen-Chingen_US
dc.date (日期) 2023en_US
dc.date.accessioned 1-Sep-2023 15:04:09 (UTC+8)-
dc.date.available 1-Sep-2023 15:04:09 (UTC+8)-
dc.date.issued (上傳時間) 1-Sep-2023 15:04:09 (UTC+8)-
dc.identifier (Other Identifiers) G0106932108en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/146936-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 經營管理碩士學程(EMBA)zh_TW
dc.description (描述) 106932108zh_TW
dc.description.abstract (摘要) 本案研究背景為2019年12月COVID-19 新冠肺炎於武漢爆發後，全球陷入鎖國、封城防疫措施，本研究個案S公司的母公司Ｗ集團為台資企業，面對疫情爆發後，台灣和大陸實體店面營收下滑，且從線上銷售管道爭取營收動能不足，Ｗ集團於焉發現組織人才的數位專業能力問題，始極力進行數位轉型。
台灣在2020年，因疫情之故，消費型態大量轉移至線上電子商務，當時線上商機蓬勃發展且形式多樣化，包括數位廣告、電商行銷、網紅行銷、口碑行銷等。Ｗ集團為做集團轉型，2021年在台灣設立S公司，主力研發線上展業模式，並將數位資源提供Ｗ集團國內外各成員使用，發展綜效。
Ｓ公司已成立兩年，公司發展之初同時進行電商、社群和網紅行銷，預期將數位資源完整串連，以架構數位商業模式獲利。後來，歷經組織人才專業問題、市場環境試練後，調整業務核心以網紅行銷做為發展重點，此外，Ｓ公司也將數位行銷展業方式分享予Ｗ集團的子公司做商業模式重整，亦將網紅活動資源提供予子公司共同運用，以達Ｗ集團創立S公司之目的。
在檢視上述S公司迄今績效外，並針對Ｓ公司發展提出研究建議，S公司發展之初建議先審視Ｗ集團的核心資源和組織人才專業項目，先以有利的強項為起啟項目，再將組織佈局擴大；其次發展電商的過程，可先運用第三方電商平台試練Ｓ公司電商行銷能力，在建立自己的會員後，再逐步擴展經營Ｓ公司的品牌電商平台。
再者，面對2023年疫情解封的市場環境，S公司未來發展除了持續擴展原有網紅行銷之外，建議發展網紅IP商品，這部分可運用Ｗ集團之資源，包括研發和製造能力，以及即有的廠房及生產線，於台灣和大陸生產商品；並運用Ｗ集團在食品業的品牌信任度，和集團的媒體資源加上Ｓ公司的網紅行銷共同宣傳推廣，該IP商品在線上銷售成功後，再延伸至Ｗ集團線下零售通路，充份運用Ｗ集團資源，創造競爭優勢。		zh_TW
dc.description.abstract (摘要) The background of this research is the outbreak of COVID-19 in Wuhan in December 2019, which led to global lockdowns and epidemic prevention measures. The case study company, S Company, is a subsidiary of W Group, which is a Taiwanese enterprise. In the face of the outbreak, revenues froms stores in Taiwan and China declined, and the momentum to generate revenues from online sales channels was insufficient. As a result, W Group realized the problem of the digital professional ability of its organizational talents and began to vigorously pursue digital transformation.
In 2020, due to the epidemic, consumer patterns in Taiwan shifted significantly to e-commerce. At that time, online business opportunities were booming and diversified, including digital advertising, e-commerce marketing, influencer marketing, and word-of-mouth marketing. In order to facilitate group transformation, W Group established S Company in Taiwan in 2021. The company focuses on developing online exhibition business models and providing digital resources to W Group members domestically and internationally to develop synergy.
Digital marketing was at the core of S Company`s founding, and plans were made for e-commerce, self-media operations, and influencer marketing. Digital resources were fully integrated to create profitable digital business models.
S Company has been established for two years. At the initial stage of the company`s development, it simultaneously conducted e-commerce, social media, and influencer marketing, with the aim of fully integrating digital resources to formalate profitable digital business models. However, after experiencing professional talent and market environment tests, the company adjusted its business foci and made influencer marketing the development priority. Additionally, S Company shared its digital marketing exhibition methods with W Group`s subsidiaries to restructure their business models. Moreover, the company provided influencer activity resources for subsidiaries to use jointly, with the goal of achieving the purpose of establishing S Company by W Group.
In addition to reviewing the performance of S Company so far, this research proposes development recommendations for S Company. At the beginning of S Company`s development, it is suggested to first review W Group`s core resources and professional talent projects and started working on profitable projects, and then engaged in organization-wide deployment. Secondly, in the process of developing e-commerce, S Company utilized third-party e-commerce platforms to test its e-commerce marketing capabilities, and after establishing its own membership, gradually expanded the operation of its own e-commerce platform.
Furthermore, in response to the market environment following the lifting of COVID-19 restrictions in 2023, S Company plans to continue expanding its influencer marketing efforts and recommends developing influencer IP products for future growth. This can leverage the resources of W Group, including research and development and manufacturing capabilities, as well as factories to produce goods in Taiwan and mainland China. With the backing of W Group`s brand reputation in the food industry and media resources, combined with S Company`s influencer marketing, the IP products are promoted and sold online successfully, and then extended to W Group`s offline retail channels, fully utilizing W Group`s resources to create competitive advantage.		en_US
dc.description.tableofcontents 第一章 緒論 11
第一節 研究背景與動機 12
第二節 研究問題與目的 13
第三節 研究流程與章節架構 14
第二章 文獻探討 16
第一節 資源基礎理論 16
第二節 競爭優勢 18
第三節 環境分析 22
第三章 研究方法 28
第一節 研究架構 28
第二節 資料蒐集方法 29
第四章 母公司發展狀況 31
第一節 母公司資源 31
第二節 母公司策略及目標 33
第五章 子公司定位及目標 34
第一節 子公司目標 35
第二節 W集團資源 36
第三節 市場分析 37
第四節 策略分析及擬定 42
第五節 組織架構 49
第六節 經營績效 50
第七節 公司經營成果 51
第八節 公司未來發展建議 58
第六章 結論與建議 64
第一節 研究結論 64
第二節 研究建議 75
參考文獻 79		zh_TW
dc.format.extent 2751870 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106932108en_US
dc.subject (關鍵詞) 數位行銷zh_TW
dc.subject (關鍵詞) 數位轉型zh_TW
dc.subject (關鍵詞) 網紅行銷zh_TW
dc.subject (關鍵詞) 電商行銷zh_TW
dc.subject (關鍵詞) 集團轉型zh_TW
dc.subject (關鍵詞) 社群行銷zh_TW
dc.subject (關鍵詞) 資源基礎論zh_TW
dc.subject (關鍵詞) PEST分析zh_TW
dc.subject (關鍵詞) SWOT分析zh_TW
dc.subject (關鍵詞) Digitalmarketingen_US
dc.subject (關鍵詞) Digitaltransformationen_US
dc.subject (關鍵詞) Influencermarketingen_US
dc.subject (關鍵詞) Ecommercemarketingen_US
dc.subject (關鍵詞) Grouptransformationen_US
dc.subject (關鍵詞) Socialmediamarketingen_US
dc.subject (關鍵詞) Resourcebasedtheoryen_US
dc.subject (關鍵詞) PESTen_US
dc.subject (關鍵詞) SWOTen_US
dc.title (題名) 以數位行銷為主業之子公司協助集團轉型之研究zh_TW
dc.title (題名) How a subsidiary majoring in digital marketing assisting the transformation of a business groupen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 英文參考文獻
Aguilar, Francis J. (1967). Scanning the business environment. New York, NY: Macmillan.
Austin, E. J. (1990). Managing In Developing Countries. Washington D.C.: Free Press.
Barney, J.B., (1986). Strategic factor markets: Expectations, luck, and business strategy. Management Science, 42, 1231-1241.
Barney, J. B., (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
Bower, J.L. & Christensen, C.M. (1995). Disruptive technologies: Catching the wave. Harvard Business Review, Jan-Feb., 43-53
Eisenhardt, K.M. & Brown, S.L. (1998). Time pacing: Competing in markets that won’t stand still. Harvard Business Review, Mar-Apr., 60-69.
Grant, R.M., (1991). The Resource-based Theory of competitive advantage: Implications for Strategy Formulation. California Management Review, 33(3), spring, 114-135.
Hill, C.W.L. & Jones, G.R. (1992). Strategic management: An integrated approach, Boston, MA: Houghton Mifflin.
Hunt, S.D (2000). A general theory of competition. Thousand Oaks, CA: Sage publication.
Montgomery, C.A. (1996). Resource-based and evolutionary theories of the firm: towards a synthesis, 2nd ed, Amsterdam: Kluwer Academic Publishers, 6-13.
79
Penrose, E. T. (1959). The theory of the growth of the firm. New York: John Wiley & Sons.
Peteraf, M. A., (1993). The cornerstones of competitive advantage: A Resources- based view, Strategic Management Journal,14(Mar.), 179-191.
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