進入電子商務的銷售策略探討 — 以某公司的GPS跑步運動錶為例

Abstract

相較於先進入市場的競爭對手，剛進入市場的新進公司要在實體通路上銷售產品，通常來說都會因為品牌與產品知名度的不足，需要提供較高的銷售利潤來透過代理商鋪貨到零售店面，並且必須投資龐大的人力物力來進行行銷計畫以拓展在實體通路上的能見度。對於一般資源規模不大的新進公司來說，這些高昂的通路成本是非常大的負擔，這造成了利潤空間遭到壓縮，使得新進公司比先進入市場的對手在實體通路上的價格競爭力居於劣勢。 近年來蓬勃發展的電子商務的帶來了可能的轉機，運用電子商務精簡的銷售模式，搭配擬定低成本且有效益的網路行銷計畫，一般新進公司就可能有機會突破在實體通路上面臨的銷售困境，與對手在電子商務通路上競爭。電子通路銷售模式的精簡通路成本，可以提升新進公司的價格競爭力，賺取足夠的利潤空間，以因應短期對手可能發動的價格競爭或可投資長期計畫來加強未來競爭力之需求。 本論文是以個案研究方式進行，研究個案中的公司如何規劃進軍電子商務通路，擺脫在實體通路上長久以來的銷售不振，掌握住電子商務銷售模式帶來的成長轉機。個案中的公司是於2009年11月成立，是一設計、製造及銷售GPS運動裝置的新進品牌公司。成立的前幾年，主要是採用實體通路銷售策略，一直面臨品牌知名度與產品銷售成長停滯的困境，故於2013年初決定嘗試電子商務通路銷售策略，以期突破實體通路上面臨的難題與限制。文中先闡述個案公司考量進入電子商務通路的目的，再運用SWOT架構分析其電子商務銷售策略的形成，並進一步以行銷組合4P的角度，歸納和比較電子商務銷售模式與實體通路銷售模式的4P策略，最後觀察其執行結果，並由結果確認了執行電子商務銷售策略確實為個案公司帶來了銷售量、毛利以及知名度上的大幅提升。本論文最後提出了一些未來的策略建議以供後續成長之參考， 一、建議立即研究掌握及運用行動電子商務的趨勢。 二、建議全力優先發展語言文化相同的中國市場。 三、建議預先籌謀電子商務通路與實體通路未來的衝突。

Small new companies would face many challenges and difficulties when they try to sell the products through the physical retail channels to compete with the existing opponents in the market. Due to lack of brand awareness, these small new companies need to offer higher profit margin to attract the physical retail channels to carry their products. They also need to invest lots of resources in the marketing campaigns to establish the visibility and the reputation of the product in the market. These investments of brand and product promotion are very heavy burdens to those new companies and seriously impact on their cost competitiveness. The fast growing E-commerce provides an opportunity for the small new companies to breakthrough the difficulties in the physical retail channels. The small new companies can benefit from the efficiency of E-commerce to earn better profit margins in order to compete on price with the existing competitors and/or invest for long-term plan to strengthen their own competitiveness. This study attempts to find out how a small new company to gain its growth by entering and managing the E-commerce channels. A Taiwanese company was selected as an example for the case study. This case company was founded in November of 2009. It is a small-sized company that designs, produces and sells its own brand GPS sports electronics products in the market. Before 2013, the case company was mainly through physical retail channels to sell its products but had been struggling with the slow growth of its brand awareness and the sales. At the beginning of 2013, the company was thinking of entering the E-commerce channels to overcome the limitations and the challenges of the physical retail channels brought to it. This study starts with understanding the background of this case and then analyzing why and how the case company adopted the E-commerce sales strategies. This study applies SWOT matrix to analyze the E-commerce strategies of the case company and further utilizes the frameworks of 4Ps to sum up and compare the strategies between the physical retail channels and the E-commerce channels. In the latter part of this study, the result of the execution of the E-commerce strategies does show the sales, the profit and the reputation of the case company were greatly improved. Some suggestions are also provided for the case company for pursuing the future growth, 1.The case company should study the trend of the mobile commerce and consider how to take good advantage of the mobile commerce. 2.The case company should give priority to develop the mainland China market, which shares the similar culture and language with Taiwan. 3.The case company should be well prepared to properly manage the possible channel conflicts between the physical retail channels and E-commerce channels.