以動態資源基礎觀點探討無店鋪販售之品牌建構－以富邦媒體科技公司為例

Abstract

科技之進步改變了人們的生活型態，進而改變的消費者購物方式，也促使無店鋪販售之興起，並逐漸成為未來主流。其中，電視購物頻道即為一急速發展之產業，近十年，其系統進行整合及集團化，且市場迅速擴大，發展令人為之咋舌。 本研究利用富邦媒體科技（以下簡稱富邦momo）的個案，了解品牌形象的建構對於無店鋪販售之成功是否帶來影響。以深度訪談、次集資料收集與問卷調查等研究方法，歸納出一結論：無店鋪販售如何運用資源，成功進行品牌建構。 本研究利用組織發展過程，結合動態資源基礎理論與品牌發展步驟，進行資源運用與品牌發展間之分析。經由訪談，將富邦momo之組織發展過程分為六階段：評估期、籌備期、創業期、導入及成長期、成熟期、衰退期（再生期），配合動態資源基礎理論：建構資源組合、組合資源與資源槓桿等三步驟，進行品牌之建構。同時，本研究對消費者與富邦momo主管進行問卷調查，以多元尺度分析驗證富邦momo之做法是否符合其本身期待。 本研究認為富邦momo分別於各階段利用不同方式進行本身品牌建構。就其連年成長的業績而言，其營運的成功不言而喻。但，由於電視購物產業仍位於產業生命週期中之萌芽期至成長期，因此消費者對於電視購物品牌之認知尚不明確。 此外，由問卷中同時看出「未曾於富邦momo消費之消費者」與「曾於富邦momo消費之消費者」對於富邦momo之形象觀感具有明顯差異，且在電視購物消費經驗越多之消費者，對富邦momo之評分愈高。此即表示雖然消費者對於電視購物品牌之認知不明，但對於重度消費者而言，富邦momo之表現明顯較好。因此，本研究建議目前以「未曾於富邦momo消費過之消費者」為主，進行行銷策略的擬定。

Because of the improvement of the technology, the way how consumers shop has changed a lot. This also contributed to the rise of non-store retailings. Among them, the TV shopping channels have become a rapid development in recent years, and the market is keep expanding in an alarming rate. This research, by studying the case of Fubon Multimedia Technology (Fubon momo), considers about if a successful brand necessarily for developing a non-store selling company successfully. We use the methods of the depth interviews, secondary data collection and questionnaires to summarise the conclusion that how the non-store retailing utilizes its resources to build the brand successfully. Based on the theory of the process of organizational development, the dynamic resource management, and the brand development steps, we divided the developing stages of Fubon momo into six stages: assessment; preparation; pioneering; growth; maturity; decline (regeneration). At the same time, we used the theory of the dynamic resource management, which is about structuring the resource protofolio, bundling resources to build capabilities, and leveraging capabilities to exploit market opportunities, to analysis how Fubon momo construct the brand. On the other hand, we did the survey to the consumers and the manegers of Fubon momo, and use the multi-scale analysis to test and verify if the impressions of the brand, Fubon momo, are consistent between the consumers and the manegers. In this study, we think that Fubon momo have used different strategies to build its brand according to different stages of the organization. While looking into the proformace of Fubon momo, there is no doubt that it a highly successful company. However, since the industry of the TV shopping is still on the road from the emergence stage to the stage of the growth, the consumers’ recognitions of the brands to different companies of TV shopping are still not clear enough. In addition, from the questionnaire, we also found that consumers who 'never shopped at Fubon momo' and those who 'ever consumed at Fubon momo' hold the significant different brand perception to Fubon momo. What’s more, the more oftern they shop at the TV channels, the higher the scroes they gave to Fubon momo. Therefore, this study suggests to focus on comsumers who 'never shopped at Fubon momo' to design the marketing strategies.