雙元商業模式之研究—以品牌商WB為例

Abstract

｢WB」 公司為1987年創立之台灣本土企業，1990年正式以｢WB」品牌發表系列彩色螢幕等產品後，陸續開發多樣化相關商品，並以全球市場佈局為目的，發展至今已成為產品販售五大洲九十六國之知名跨國企業，2013年度的總營業額超過百億元。 成為全球的知名的企業，WB公司專注於專業和高品質的電腦彩色顯示器( PC Color Monitor)研究開發,而是以特有的色彩管理技術結合強大的創意行銷，成功地開創及提升品牌知名度和價值。營收和獲利隨著個人電腦產業高度成長和品牌知名度日漸高升而高漲！ 然而蘋果公司在2007年發表了革命性的產品智慧型手機iPhone， 這劃時代的產品完全顛覆了傳統的電信和手機產業，而後在2010年發表另一款全新的產品－平板電腦iPad，而這平板電腦創造了全球搶購風潮，也同時嚴重的侵蝕了筆記型電腦的市場，使得整體個人電腦產業步入多年的成長衰退期，導致所有的資訊科技大廠營收和獲利大幅下滑，有些大廠甚至於嚴重虧損.有鑒於資訊產業的未來趨勢仍然呈現遲滯或衰退的態勢，WB公司在這一波浪潮中也無法倖免，為求公司的永續發展，WB公司也積極著手調整方略進行改變。 WB公司從成長期進入衰退期,策略轉型重心轉向商用市場，開發商用市場解決方案(如數位看板digital Signage)，進而在現有的 BC商業模式(Business Model)外，再建立另一個完全不同的B2B2的商業模式， 然而WB公司在建立新的商業模式產生了許多的問題導致原來的核心事業(Core Business)受到影響業績滑落獲利變差，然而新的商業模式亦受到原有的商業模式的牽引和限制，使得新的事業拓展緩慢甚至於遲滯，使得WB公司不得不調整步伐採取新的做法。 WB公司在進行檢討和評估後就，決定改採雙軌並行的商業模式的建置及管理方法，減少了兩種不同的商業模式交互影響，使得原核心事業得以恢復穩健且因新的商業模式建置及運作順利，進而新事業發展日見成效。

WB is a Taiwanese company and was started up at 1987, the company used “WB” as formal product brand when they launched series color PC monitors in 1990, furthermore company continuously developed various IT related products and sold into worldwide, there are over 96 countries selling WB products now and the annual revenue is over USD300 million globally. To become global famous corporation, WB is very focus on developing high quality color PC monitor, meanwhile company successfully created and established strong brand awareness and value with unique color management technology and popular promotions. Meanwhile, WB’s revenue and profitability tremendously grew because of catch up the big wave of PC (Personal Computer) industry growth trend. However, Apple Inc. launched revolution smart phone product –iPhone in 2007, and iPhone brought whole new technologies into the traditional phone and telecom industry, it changed the game of telecom world. In 2010, Apple launched another new concept tablet product-iPad and sold millions of sets worldwide in very short period. This remarkable sales significantly absorbed Notebook market demands and results PC market decline for years. Many of global IT companies’ biz were seriously affected by new technology trend, even some of them were loss huge money, the all companies had been forced to change company strategy to adapt the trend or find the new market for company future growth. WB also affected by the new technology trend and decided to change the course and move into new market segments for company long term growth. WB decided to shift biz direction from consumer centric to commercial focus. Therefore, WB need to establish new B2B business model within current organization and operations, but it was not success because there were many of obstacles and issues to impact existed core biz and also affect business progress of new model. After deeply review, WB made another move to separate two business models and built fully independent new infrastructure and operation for new business model, after months, WB has seen the biz improvement and good progress for both two models.