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Title: | 電子商務產業廠商之經營與發展策略分析:以Amazon公司為例 Analysis of Management and Growth Strategy in the Electronic Commerce Industry:the case of Amazon.com |
Authors: | Shan-Chih Tsou 鄒善智 |
Advisor: | 陳忠仁(Chung-Jen Chen) |
Keyword: | 電子商務,雲端服務,數位廣告,五力分析,核心能力,經營策略, e-commerce,cloud services,digital advertising,five-force analysis,core capabilities,business strategy, |
Publication Year : | 2020 |
Degree: | 碩士 |
Abstract: | Amazon公司在2018年底營收與市值再創新高,其銷售的產品與服務已經包含人們生活中各項大小事物,競爭對手來自四面八方,Amazon公司該如何經營與成長,才能挑戰下一個高峰;Amazon公司的過去、現在與未來對身處於台灣的眾多電子商務公司們是否能有所啟發、學習與借鏡。
本研究首先說明Amazon公司的背景概況及成長歷程,再以五力分析模型、策略群組圖、BCG矩陣為基礎,探究外部產業的環境變化以及關鍵因素,並對競爭對手的競爭優勢分析,進一步討論個案公司如何將自身內部資源、能力搭配外部產業關鍵因素,作出最適配的競爭策略調整。 本研究方法採用質性研究方法,以個案研究方式,蒐集電子商務產業現況與發展資料、個案公司相關歷史資料,透過對次級資料和財務報表的評估、比較、分析、歸納,探討個案公司之經營與發展策略。 Amazon公司具有三大主要事業:電子商務零售事業、雲端服務事業、與數位廣告事業。經由產業競爭五力分析,三大事業的共同產業關鍵因素為降低產業設備與技術建置的高固定成本和費用衝擊。電子商務事業的個別產業關鍵因素為改變市場中少數大型賣家加上眾多小賣家的完全競爭產業結構。雲端服務事業的個別產業關鍵因素為創新技術以提升產品差異化和價值。數位廣告事業的個別產業關鍵因素為創新的差異化技術以提升顧客黏著度。其產業關鍵因素與Amazon公司具有的六大企業核心能力:營運及績效改善能力、資訊及平台技術能力、數位內容產製能力、會員及生態圈建立能力、人力培育及研發創新能力、聯盟及購併整合能力,能有所對應,內部資源能力與外部產業環境配合度高。 Amazon公司透過BCG矩陣,定位電子商務零售事業為金牛事業,採用成本領導競爭策略;雲端服務事業為明星事業,採用集中成本領導加集中差異化雙重競爭策略;數位廣告事業為問號事業,採用差異化競爭策略。 Amazon's revenue and market value reached a new high at the end of 2018. The products and services it sells already include all kinds of things in people's lives. The competitors come from all directions. How can Amazon manage and grow in order to challenge the next peak; by the analysis of past, present and future of Amazon, hope to enable all the e-commerce companies in Taiwan to be inspired and learn from it. This research first explains the background and growth history of Amazon. Then, based on the five-force analysis model, strategy group plot, and BCG matrix, it explores the environmental changes and key factors of the external industry, and analyzes the competitive advantages of competitors. Discuss how the case company can match its internal resources and capabilities with the key factors of the external industry to make the most suitable competitive strategy adjustment. This research method uses a qualitative research method to collect the current status and development data of the e-commerce industry and historical data of the case company. Through the evaluation, comparison, analysis, and induction of secondary data and financial statements, the case company’s Business and development strategies are investigated. Amazon has three major businesses: e-commerce retail, cloud services, and digital advertising. Through the analysis of the five industry forces, the common key industry factor of the three major businesses is to reduce the high fixed cost and expense impact of industrial equipment and technology construction. The individual key factor for the e-commerce business is to change the completely competitive industrial structure of a few large sellers plus many small sellers in the market. The individual key factor of the cloud service industry is an innovative technology to enhance product differentiation and value. The individual key factor in the digital advertising industry is innovative differentiated technology to increase customer stickiness. The key industry factors and the core capabilities of Amazon’s six major core competence of the corporation: operation and performance improvement capabilities, information and platform technology capabilities, digital content production capabilities, membership and ecosystem creation capabilities, human cultivation and R D innovation capabilities, alliances and mergers-and-acquisitions ability can be corresponding, and the internal resource ability is highly compatible with the external industrial environment. By using BCG matrix to analyze Amazon, the e-commerce retail business is positioned as a cash-cow business, and adopts the competition strategy of overall cost leadership; the cloud service business is positioned as a star business, and adopts a dual competition strategy of focused low cost and focused differentiation; the digital advertising business is positioned as a question-mark business, and adopts the competition strategy of differentiation. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/52831 |
DOI: | 10.6342/NTU202002501 |
Fulltext Rights: | 有償授權 |
Appears in Collections: | 事業經營碩士在職學位學程 |
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U0001-0508202023395000.pdf Restricted Access | 4.76 MB | Adobe PDF |
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