探討企業商業模式調整的挑戰與契機 —以T公司為例

Abstract

隨著互聯網的興起，電子商務迅速發展，B2C市場的發展速度已經超越C2C市場，成為電子商務市場的成長動能，顯示企業以互聯網擴張事業版圖、直接接觸終端消費者的趨勢，而電子商務也重塑了企業從B2B邁向B2C的轉型策略。中國大陸的肉製品行業以B2B為主，但由於中小企業多、市場集中度低，導致產品結構不合理、資源浪費、市場無序競爭等問題，如想轉型為B2C，亦會面臨品牌推廣成本高、終端客戶難維護、物流混亂及庫存量大等困境。因此本研究之主題，便是透過分析成功轉型，探討何種類型的企業適合轉型為B2C以及轉型的關鍵流程，進而提出研究個案“ T 公司”可能的轉型策略。 本研究採取個案研究法，對於標竿企業，先搜集外部資料，並利用Osterwalder商業模型分析“大成食品”、“多利農莊”及“安琪酵母”從B2B商業模式轉型為B2C商業模式的轉型策略與關鍵流程；對於研究個案，除了外部資料，也透過訪談的方式取得企業內部資料，以SWOT分析及Osterwalder商業模型分析瞭解企業現況。在得出分析結果後，本研究比較關鍵企業與研究個案的異同，提出“ T 公司”的轉型建議，並以消費者調查的方式檢驗結論。 透過比較分析標杆企業和研究個案企業的商業模式，可以發現標杆企業的轉型策略與輻射地域、產品品項、公司規模和品牌口碑等屬性有相關性，而研究個案的優勢在於產品品項豐富及品牌口碑的潛力，應結合傳統實業和電子商務，創立旗下零售食品品牌，以電子商務和實體超市等店面的分銷方式完成由B2B到B2C的轉型。

With the development of the Internet and e-commerce, recently B2C market is growing faster than C2C market, becoming the main growth driver of e-commerce market. With this trend, enterprises are accessing the Internet and looking for new B2B-B2C transformation strategies to expand their businesses to end customers. The industry of meat products in China focusing on the B2B model is facing problems of excessive small and medium enterprises, low market concentration, unreasonable product structure, wasted resources, and disorderly competition in the industry. If and when attempting to transform to the B2C model, the companies then confront the difficult position of costly brand promotion, hard to retain end customers, logistics chaos, and high inventory levels. This research, through analysis of successful cases, focuses on determining the type of enterprises that is suitable for the B2B-B2C transformation, and pinpointing the key adjustment processes required for a successful transformation, in order to recommend transformation strategies for the case study T Company. The method of this research was by means of case study. For benchmark enterprises, this research collected external materials, then used Osterwalder business model to analyze B2B-B2C transformation strategies and key processes adjustments of Dachan Greatwall Group, Tony's Farm, and Angel Yeast Co., Ltd. For the case study T Company, this research collected internal and external data through interviews, then used SWOT analysis and Osterwalder business model to analyze its status. Comparing the similarities and differences of benchmark cases and T Company, this research recommended transformation strategies, and examined the result by means of customer survey. Comparing business models of benchmark enterprises and T Company, this research found that transformation strategies were related to attributes such as business geographic scope, variety of product items, enterprise scale, and brand WOM. As high variety of product items and high potential of brand WOM are competitive advantages of T Company, it should establish a new retail brand, combining traditional business with e-commerce for B2B-B2C transformation