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題名 從企業角度探討O2O的關鍵成功因素
The Critical Success Factors of Online to Offline Business Model – A Business Perspective
作者 楊欣庭
Yang, Abby S.T.
貢獻者 尚孝純
Shang, Shari S.C.
楊欣庭
Yang, Abby S.T.
關鍵詞 商業模式
線上
線下
電子商務
Offline
Online to Offline
O2O
e-commerce
business model
Online
日期 2015
上傳時間 24-Aug-2015 10:10:15 (UTC+8)
摘要 O2O 是一個嶄新的商業模式，透過網路上的服務提供導引線上消費者到線下店面進行消費或是取用實體服務。在近年，O2O迅速成為眾企業討論的話題。除了知名零售和電子商務企業，O2O商業模式以在各行各業中逐漸發展，舉例來說，知名零售業的Walmart和Target; 服飾業的Uniqlo和GAP; 配件-眼鏡的Warby Parker和餐飲業麥當勞和Instacart。業界充滿林林種種的實際個案，但學術上卻缺乏完整的研究來說明O2O的現況，我們不了解O2O的定義和範圍，甚至對於企業來說，到底該如何成功地實現O2O的精華。此篇研究的目的是希望能提供企業更具體了解O2O的概觀，並可以檢視在規劃一個O2O專案的發展需要有哪些關鍵成功因素。

基於之前少數的文獻和大量從網路、報章雜誌所蒐集的業界個案，我們的研究透過這些資料蒐集分為兩階段研究。第一階段，根據蒐集的資料，我們建立五種型態的O2O 商業模式 –(1) Commerce O2O; (2) Try-on O2O; (3) Promotional O2O; (4) Experience O2O; and (5) Crowdsourcing O2O。我們專注在promotional O2O的五家在台灣企業的個案研究。第二階段，根據文獻我們先定義出可能的關鍵成功因素列表，再舉辦深入的企業訪談，透過訪談的方式來驗證並修改原本的關鍵成功因素列表，為3個分類-(1)4個技術關鍵成功因素: 系統操作友善, User Interface 設計, 精確的定位, 穩定的IT系統承載的能力;(2)5個管理關鍵成功因素-管理者支持, 客戶關係管理, 使用者參與方案設計, 專案執行的高貫徹度, 專案的監控管理追蹤;(3)4個組織關鍵成功因素-完整的人員訓練, 線上線下的流程無縫整合, 不斷創新與思考方向, 明確的專案目標。最後，我們希望這篇研究可以幫助企業更了解O2O商業模式，並且幫助他們有效的發展O2O專案。
Online-to-Offline (O2O), a brand-new business model that drives online visitors to purchase in-store by offering services online, has received a great deal of attention. In addition to well-known retailers and ecommerce businesses, the O2O business model has been adopted by companies across a variety of industries, such as Target and Macy`s in retailing, GAP and Uniqlo in apparel, Warby Parker in accessories and McDonald’s and Instacart in food. However, less attention has been paid in the literature to the clear definition and scope of both online and offline businesses in the O2O business model, and there is limited understanding of how to build a successful O2O project. The objective of this study is to organize comprehensive information for the O2O business model and to examine the critical success factors (CSFs) for building O2O business models.

Based on the literature and case studies of the O2O business model, this study builds a framework for data collection and is conducted in two stages. First, we build a preliminary finding regarding the five major types of O2O business models—(1) Commerce O2O; (2) Try-on O2O; (3) Promotional O2O; (4) Experience O2O; and (5) Crowdsourcing O2O—based on the literature and more than 50 practical cases and select five promotional O2O companies in Taiwan as our focus. Second, we conduct an in-depth case study on selected cases related to possible CSFs for successful O2O implementation. The critical success factors (CSFs) for building O2O business models are–(1) Four factors of technological dimension- User Interface design, Ease of use application, Accurately located function and IT load balancing capability; (2) Five factors of management dimension- Management support, Good CRM system, Strategic execution capability, Actively involve end users in solution design and Measure, monitor, and track; (3) Four factors of organization dimension- Complete staff training, Seamless the process of online and offline channels, Reinvent the company`s future and Establish a clear project goal. The research results not only provide a complete O2O overview but also verify and enhance the list of CSFs for building O2O business models. It is hoped that we can gain a better understanding of the O2O business model from these cases and thus help companies develop effective plans for building O2O projects.
參考文獻 1. Anderson, R. E., Swaminathan, S. and Mehta, R. (2013). How to Drive Customer Satisfaction. MIT Sloan Management Review, 54(4), 13-15.
2. Arthor, G. (2010). Why Online2Offline Commerce Is A Trillion Dollar Opportunity. Techcrunch. Retrieved August 7, 2010, from http://techcrunch.com/2010/08/07/why-online2offline-commerce-is-a-trillion-dollar-opportunity/
3. Bell, D. R., Gallino, S., & Moreno, A. (2014). How to win in an omnichannel world. MIT Sloan Management Review, 56(1), 45-53.
4. Bell, D. R., Choi, J., and Lodish, L. (2012). What Matters Most in Internet Retailing. MIT Sloan Management Review, 54(1), 27-33.
5. Bravo, R., Iversen, N. M., and Pina, J. M. (2011). Expansion strategies for online brands going offline. Marketing Intelligence & Planning, 29(2), 195-213.
6. Bradner, L. (2007). Case Study: P&G`s BeingGirl.com Builds Lasting Brand Loyalty. Forrester Research. Retrieved August 20, 2007, from https://www.forrester.com/Case+Study+PGs+BeingGirlcom+Builds+Lasting+Brand+Loyalty/fulltext/-/E-RES42548
7. Brynjolfsson, E., Hu, Y. J. and Rahman, M. S. (2013). Competing in the Age of Omnichannel Retailing. MIT Sloan Management Review, 54(4), 23-29.
8. Ding, H. and Jiang, L. (2013). Research on Online to Offline Mobile Marketing Based on Special Needs. In Zhang, R., Zhang, J. and Liu, K. -LISS 2013: Proceedings of 3rd International Conference on Logistics, Informatics and Service Science (p.295-300). Springer.
9. Fitzgerald, M. (2012) O2O: O2 For Local Commerce? The Online Economy: Strategy and Entrepreneurship. An elective course at Harvard Business School. Retrieved September 28, 2012, from http://www.onlineeconomy.org/o2o-o2-for-local-commerce
10. Galante, J. (2010) Sometimes Groupon coupons work too well. In Bloomberg Businessweek, 33–34.
11. Green, J. (2014) Why And How Brands Must Go Omni-Channel in 2014. MarketingLand. Retrieved January 27, 2014, from http://marketingland.com/why-brands-should-go-omni-channel-in-2014-70970
12. Hoque, A.Y., and Lohse, G.L. (1999). An information search cost perspective for designing interfaces for electronic commerce. Journal of Marketing Research, 36 (August 1999), 387–394.
13. Holland, C.P., and Light, B. (1999) A Critical Success Factors Model For ERP Implementation. IEEE Software, May/ June 1999.
14. iiMedia Research Group (2012) 2011-2015 the Growth of China O2O Market. iiMedia Research Group. Retrieved May 21, 2012, from http://www.iimedia.cn/29120.html
15. Jacob, A. (2014). TEN O2O MARKETING TACTICS TO BRING ONLINE SHOPPERS IN-STORE. DigitalNewsBreak.com. Retrieved December 4, 2014, from http://www.digitalnewsbreak.com/ten-o2o-marketing-tactics-bring-online-shoppers-store/
16. Jepsen, A. L. (2007). Factors affecting consumer use of the Internet for information search. Journal of Interactive Marketing, 21(3), 21-34.
17. Kane, G. C., Palmer, D., Phillips, A. N. and Kiron, D. (2014). Finding the Value in Social Business. MIT Sloan Management Review, 55(3), 81-87.
18. Kim, J. & Forsythe, S. (2008). Adoption of virtual try-on technology for online apparel shopping. Journal of Interactive Marketing, 22(2), 45-59.
19. Laudon, K. C. and Laudon, J. P. (2010) Management Information Systems: Managing the Digital Firm. 11th Edition, Pearson Education Inc.
20. Lundan, I. (2013). Apple’s iBeacon Comes To Retailers Via Shopkick’s ShopBeacon. Techcrunch. Retrieved November 20, 2013, from http://techcrunch.com/2013/11/20/shopkick-rolls-out-ibeacon-enabled-shopping-alerts-with-shopbeacon-with-macys-as-its-first-trialist/
21. Macdonald, A. (2014). UBERDATA: UBER’S ECONOMIC IMPACT ON THE CITY OF CHICAGO. Retrieved March 12, 2014, from http://blog.uber.com/ChiEconStudy
22. MacCarthy, B L and Atthirawong, W. (2003). Factors affecting location decisions in international operations -- a Delphi study. International Journal of Operations & Production Management. 23.7/8, 794-818.
23. Mulpuru, S. (2014). US Cross-Channel Retail Sales Forecast: 2014 To 2018：Web-Influenced Offline Sales Total More Than $1 Trillion In 2014. Forrester Report. Retrieved September 3, 2014, from https://www.forrester.com/US+CrossChannel+Retail+Sales+Forecast+2014+To+2018/fulltext/-/E-res115515
24. Parr, A. and Shanks, G. (2003). Critical Success Factors Revisited: A Model for ERP Project Implementation. In Shanks, G., Seddon, P. B., & Willcocks, L. P. Second-Wave Enterprise Resource Planning Systems Implementing for Effectiveness (p.196-219). CAMBRIDGE UNIVERSITY PRESS.
25. Perez, K. (2014). Walmart Begins Testing Online Grocery Shopping With Local Store Pickup Option In Denver. Techcrunch. Retrieved January 28, 2014, from http://techcrunch.com/2014/01/28/walmart-to-go-denver-grocery-test/
26. Regalado, A. (2013) BUSINESS REPORT Beyond the Checkout Cart. MIT Technology Review. Retrieved November 4, 2013, from http://www.technologyreview.com/news/520786/its-all-e-commerce-now/
27. Rigby, D. (2011). The Future of Shopping. Harvard Business review, The December 2011 Issue.
28. Roberts, M. and Zahay, D. (2012). Internet Marketing: Integrating Online and Offline Strategies Third Edition. South Western Cengage Learning
29. Rose, S., Clark, M., Samouel, P. and Hair, N. (2012). Online Customer Experience in e-Retailing: An empirical model of Antecedents and Outcomes. Journal of Retailing. 88, 308–322.
30. Schonfield, E. (2013). Forrester Forecast: Online Retail Sales Will Grow To $250 Billion By 2014. Techcrunch. Retrieved Mar 8, 2010, from http://techcrunch.com/2010/03/08/forrester-forecast-online-retail-sales-will-grow-to-250-billion-by-2014/
31. Shankar, V., Venkatesh, A., Hofacker, C., & Naik, P. (2010). Mobile Marketing in the Retailing Environment: Current Insights and Future Research Avenues. Journal of Interactive Marketing, 24, 111-120.
32. Shim, S. I. and Lee, Y. (2011). Consumer’s perceived risk reduction by 3D virtual model. International Journal of Retail & Distribution Management, 39(12), 121-130.
33. U.S. Census Bureau News. Quarterly Retail E-Commerce Sales http://www.census.gov/retail/mrts/www/data/pdf/ec_current.pdf

34. Vanhemert, K. (2013). 4 Reasons Why Apple’s iBeacon Is About to Disrupt Interaction Design. Wired. December 4, 2013, from http://www.wired.com/2013/12/4-use-cases-for-ibeacon-the-most-exciting-tech-you-havent-heard-of/
35. Zhang, A. (2008). Examining product and process effects on consumer preferences for online and offline channels. Business Process Management Journal, 14(1), 85-95.
36. Zhou, T. (2013). An empirical examination of user adoption of location-based services. Electronic Commerce Research, 13, 25–39.
37. Heckmann, P., Kesteloo, M. and Schmaus, B. (2012) Cross-channel integration in retail and creating a seamless customer experience. http://www.strategyand.pwc.com/media/file/Strategyand_Cross-Channel-Integration-in-Retail.pdf
38. Kim, P. (2015). O2O IS AN OPPORTUNITY TO OUTPERFORM. Retrieved February 3, 2015, from http://www.beingpeterkim.com/2015/02/o2o.html
39. AsiaOne (2014). McDonald`s Surprise Alarm app gives out over 5.9 million prizes. AsiaOne. Retrieved May 12, 2014, from http://news.asiaone.com/news/digital1/mcdonalds-surprise-alarm-app-gives-out-over-59-million-prizes
40. Horwitz, J. (2014). Yahoo Taiwan aims to launch online-to-offline ecommerce by year’s end. TechinAsia. Retrieved October 6, 2014, from https://www.techinasia.com/yahoo-taiwan-aims-to-launch-online-to-offline-ecommerce-by-years-end/
41. Chu, S. (2013). Gap Lets Shoppers Hold Items Online And Try On In Store. Retrieved November 14, 2013, from http://www.psfk.com/2013/11/gap-reserve-online-service.html
描述 碩士
國立政治大學
資訊管理研究所
102356024
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0102356024
資料類型 thesis
dc.contributor.advisor 尚孝純zh_TW
dc.contributor.advisor Shang, Shari S.C.en_US
dc.contributor.author (Authors) 楊欣庭zh_TW
dc.contributor.author (Authors) Yang, Abby S.T.en_US
dc.creator (作者) 楊欣庭zh_TW
dc.creator (作者) Yang, Abby S.T.en_US
dc.date (日期) 2015en_US
dc.date.accessioned 24-Aug-2015 10:10:15 (UTC+8)-
dc.date.available 24-Aug-2015 10:10:15 (UTC+8)-
dc.date.issued (上傳時間) 24-Aug-2015 10:10:15 (UTC+8)-
dc.identifier (Other Identifiers) G0102356024en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/77884-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 資訊管理研究所zh_TW
dc.description (描述) 102356024zh_TW
dc.description.abstract (摘要) O2O 是一個嶄新的商業模式，透過網路上的服務提供導引線上消費者到線下店面進行消費或是取用實體服務。在近年，O2O迅速成為眾企業討論的話題。除了知名零售和電子商務企業，O2O商業模式以在各行各業中逐漸發展，舉例來說，知名零售業的Walmart和Target; 服飾業的Uniqlo和GAP; 配件-眼鏡的Warby Parker和餐飲業麥當勞和Instacart。業界充滿林林種種的實際個案，但學術上卻缺乏完整的研究來說明O2O的現況，我們不了解O2O的定義和範圍，甚至對於企業來說，到底該如何成功地實現O2O的精華。此篇研究的目的是希望能提供企業更具體了解O2O的概觀，並可以檢視在規劃一個O2O專案的發展需要有哪些關鍵成功因素。

基於之前少數的文獻和大量從網路、報章雜誌所蒐集的業界個案，我們的研究透過這些資料蒐集分為兩階段研究。第一階段，根據蒐集的資料，我們建立五種型態的O2O 商業模式 –(1) Commerce O2O; (2) Try-on O2O; (3) Promotional O2O; (4) Experience O2O; and (5) Crowdsourcing O2O。我們專注在promotional O2O的五家在台灣企業的個案研究。第二階段，根據文獻我們先定義出可能的關鍵成功因素列表，再舉辦深入的企業訪談，透過訪談的方式來驗證並修改原本的關鍵成功因素列表，為3個分類-(1)4個技術關鍵成功因素: 系統操作友善, User Interface 設計, 精確的定位, 穩定的IT系統承載的能力;(2)5個管理關鍵成功因素-管理者支持, 客戶關係管理, 使用者參與方案設計, 專案執行的高貫徹度, 專案的監控管理追蹤;(3)4個組織關鍵成功因素-完整的人員訓練, 線上線下的流程無縫整合, 不斷創新與思考方向, 明確的專案目標。最後，我們希望這篇研究可以幫助企業更了解O2O商業模式，並且幫助他們有效的發展O2O專案。		zh_TW
dc.description.abstract (摘要) Online-to-Offline (O2O), a brand-new business model that drives online visitors to purchase in-store by offering services online, has received a great deal of attention. In addition to well-known retailers and ecommerce businesses, the O2O business model has been adopted by companies across a variety of industries, such as Target and Macy`s in retailing, GAP and Uniqlo in apparel, Warby Parker in accessories and McDonald’s and Instacart in food. However, less attention has been paid in the literature to the clear definition and scope of both online and offline businesses in the O2O business model, and there is limited understanding of how to build a successful O2O project. The objective of this study is to organize comprehensive information for the O2O business model and to examine the critical success factors (CSFs) for building O2O business models.

Based on the literature and case studies of the O2O business model, this study builds a framework for data collection and is conducted in two stages. First, we build a preliminary finding regarding the five major types of O2O business models—(1) Commerce O2O; (2) Try-on O2O; (3) Promotional O2O; (4) Experience O2O; and (5) Crowdsourcing O2O—based on the literature and more than 50 practical cases and select five promotional O2O companies in Taiwan as our focus. Second, we conduct an in-depth case study on selected cases related to possible CSFs for successful O2O implementation. The critical success factors (CSFs) for building O2O business models are–(1) Four factors of technological dimension- User Interface design, Ease of use application, Accurately located function and IT load balancing capability; (2) Five factors of management dimension- Management support, Good CRM system, Strategic execution capability, Actively involve end users in solution design and Measure, monitor, and track; (3) Four factors of organization dimension- Complete staff training, Seamless the process of online and offline channels, Reinvent the company`s future and Establish a clear project goal. The research results not only provide a complete O2O overview but also verify and enhance the list of CSFs for building O2O business models. It is hoped that we can gain a better understanding of the O2O business model from these cases and thus help companies develop effective plans for building O2O projects.		en_US
dc.description.tableofcontents ABSTRACT II
TABLES VI
CHAPTER 1: INTRODUCTION 7
1.1RESEARCH BACKGROUND 7
1.2 RESEARCH MOTIVATION 9
1.3 RESEARCH OBJECTIVES 10
1.4 RESEARCH PROCESS 11
CHAPTER 2: ONLINE TO OFFLINE (O2O) BUSINESS MODEL 12
2.1 ONLINE BUSINESS IN O2O BUSINESS MODEL 12
2.2 OFFLINE BUSINESS IN O2O BUSINESS MODEL 14
TABLE 1 DESCRIPTION OF ONLINE BUSINESSES IN O2O BUSINESS MODEL 16
2.3 TYPES OF O2O BUSINESS MODEL 16
2.4 THE EFFECTS OF THE O2O BUSINESS MODEL 23
2.6 TECHNOLOGIES FOR THE O2O STRATEGY 25
2.7 O2O IMPLEMENTATION 26
CHAPTER 3: RESEARCH METHODOLOGY 35
3.1 RESEARCH METHODOLOGY 35
3.2 RESEARCH PROCESS 38
3.3 COMPOSITION OF DELPHI PANEL 41
3.4 DATA COLLECTION 42
CHAPTER 4: RESEARCH RESULTS 49
4.1 TECHNOLOGICAL DIMENSION 49
4.2 MANAGEMENT DIMENSION 51
4.3 ORGANIZATION DIMENSION 53
CHAPTER 5: CONCLUSION 55
5.1 RESEARCH SUMMARY 55
5.2 RESEARCH CONTRIBUTION 57
5.3 LIMITATION AND FUTURE RESEARCH 57
REFERENCES 58
APPENDIX 1 63
APPENDIX 2 84
APPENDIX 3 88
APPENDIX 4 91		zh_TW
dc.format.extent 1779772 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0102356024en_US
dc.subject (關鍵詞) 商業模式zh_TW
dc.subject (關鍵詞) 線上zh_TW
dc.subject (關鍵詞) 線下zh_TW
dc.subject (關鍵詞) 電子商務zh_TW
dc.subject (關鍵詞) Offlineen_US
dc.subject (關鍵詞) Online to Offlineen_US
dc.subject (關鍵詞) O2Oen_US
dc.subject (關鍵詞) e-commerceen_US
dc.subject (關鍵詞) business modelen_US
dc.subject (關鍵詞) Onlineen_US
dc.title (題名) 從企業角度探討O2O的關鍵成功因素zh_TW
dc.title (題名) The Critical Success Factors of Online to Offline Business Model – A Business Perspectiveen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 1. Anderson, R. E., Swaminathan, S. and Mehta, R. (2013). How to Drive Customer Satisfaction. MIT Sloan Management Review, 54(4), 13-15.
2. Arthor, G. (2010). Why Online2Offline Commerce Is A Trillion Dollar Opportunity. Techcrunch. Retrieved August 7, 2010, from http://techcrunch.com/2010/08/07/why-online2offline-commerce-is-a-trillion-dollar-opportunity/
3. Bell, D. R., Gallino, S., & Moreno, A. (2014). How to win in an omnichannel world. MIT Sloan Management Review, 56(1), 45-53.
4. Bell, D. R., Choi, J., and Lodish, L. (2012). What Matters Most in Internet Retailing. MIT Sloan Management Review, 54(1), 27-33.
5. Bravo, R., Iversen, N. M., and Pina, J. M. (2011). Expansion strategies for online brands going offline. Marketing Intelligence & Planning, 29(2), 195-213.
6. Bradner, L. (2007). Case Study: P&G`s BeingGirl.com Builds Lasting Brand Loyalty. Forrester Research. Retrieved August 20, 2007, from https://www.forrester.com/Case+Study+PGs+BeingGirlcom+Builds+Lasting+Brand+Loyalty/fulltext/-/E-RES42548
7. Brynjolfsson, E., Hu, Y. J. and Rahman, M. S. (2013). Competing in the Age of Omnichannel Retailing. MIT Sloan Management Review, 54(4), 23-29.
8. Ding, H. and Jiang, L. (2013). Research on Online to Offline Mobile Marketing Based on Special Needs. In Zhang, R., Zhang, J. and Liu, K. -LISS 2013: Proceedings of 3rd International Conference on Logistics, Informatics and Service Science (p.295-300). Springer.
9. Fitzgerald, M. (2012) O2O: O2 For Local Commerce? The Online Economy: Strategy and Entrepreneurship. An elective course at Harvard Business School. Retrieved September 28, 2012, from http://www.onlineeconomy.org/o2o-o2-for-local-commerce
10. Galante, J. (2010) Sometimes Groupon coupons work too well. In Bloomberg Businessweek, 33–34.
11. Green, J. (2014) Why And How Brands Must Go Omni-Channel in 2014. MarketingLand. Retrieved January 27, 2014, from http://marketingland.com/why-brands-should-go-omni-channel-in-2014-70970
12. Hoque, A.Y., and Lohse, G.L. (1999). An information search cost perspective for designing interfaces for electronic commerce. Journal of Marketing Research, 36 (August 1999), 387–394.
13. Holland, C.P., and Light, B. (1999) A Critical Success Factors Model For ERP Implementation. IEEE Software, May/ June 1999.
14. iiMedia Research Group (2012) 2011-2015 the Growth of China O2O Market. iiMedia Research Group. Retrieved May 21, 2012, from http://www.iimedia.cn/29120.html
15. Jacob, A. (2014). TEN O2O MARKETING TACTICS TO BRING ONLINE SHOPPERS IN-STORE. DigitalNewsBreak.com. Retrieved December 4, 2014, from http://www.digitalnewsbreak.com/ten-o2o-marketing-tactics-bring-online-shoppers-store/
16. Jepsen, A. L. (2007). Factors affecting consumer use of the Internet for information search. Journal of Interactive Marketing, 21(3), 21-34.
17. Kane, G. C., Palmer, D., Phillips, A. N. and Kiron, D. (2014). Finding the Value in Social Business. MIT Sloan Management Review, 55(3), 81-87.
18. Kim, J. & Forsythe, S. (2008). Adoption of virtual try-on technology for online apparel shopping. Journal of Interactive Marketing, 22(2), 45-59.
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