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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 湯明哲 | |
dc.contributor.author | Chia-Chun Chen | en |
dc.contributor.author | 陳佳濬 | zh_TW |
dc.date.accessioned | 2021-07-10T22:12:14Z | - |
dc.date.available | 2021-07-10T22:12:14Z | - |
dc.date.copyright | 2018-07-31 | |
dc.date.issued | 2018 | |
dc.date.submitted | 2018-07-23 | |
dc.identifier.citation | ㄧ、中文部分
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dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/77624 | - |
dc.description.abstract | G個案公司為亞太區知名的服飾零售商之一,進入台灣市場已經三十年,目前在台灣擁有超過兩百間門市(涵蓋旗艦店及實體體驗店),為國內服飾連鎖型企業的領導品牌之一,具有相當高的知名度和影響力。多年以來,G個案公司一直堅持成本領先策略,在庫存管理及成本控制等方面具有相當程度的競爭優勢。但是,由於實體連鎖店之店面租金、員工成本及各項管銷費用不斷地增加,使得經營成本日益高漲,且鑒於目前服飾零售業電子商務的快速發展,對既有的實體店面業務造成相當大的衝擊,迫使G個案公司必須優化機靈及與時俱進,方能在競爭激烈的服飾零售市場之中存活。故其迫切需要在網際網路及電子商務快速發展的嶄新環境下,對競爭策略做動態彈性的調整。本研究的研究問題為傳統服飾零售業G個案公司,如何在競爭激烈的環境下,對其原有的實體店營運策略做出O2O線上線下通路虛實相互整合的機動調整。運用競爭策略的動態彈性修正,掌握行動網際網路快速發展的商機,充分而有效地運用其所擁有的多家實體體驗店之豐富資源,開拓嶄新的經營商業模式,以減少客戶的購物成本、延伸實體店面的線上虛擬空間、提升坪效與來客率,為其在競爭激烈的服飾零售市場之中,獲致競爭優勢。
本研究以G個案公司實體店面目前在電子商務快速發展所遭遇的問題為基礎,分析其所在產業的整體環境、外部環境、內部資源與能力,以及核心目標消費族群的消費者行為變化,提出適合目前情況的O2O線上線下通路虛實整合經營商業模式的競爭策略,聚焦於市場定位,並對執行期間可能出現的風險,做出審慎評估,另提出因應策略,以維持營運優勢。同時,本研究也對服飾零售業的電子商務與O2O線上線下通路虛實整合策略之執行具有相當程度的借鏡價值。本研究建構整合式之O2O通路虛實整合生態系統(Ecosystem),運用行動網際網路將實體連鎖店舖與線上官網及網路商店、手機APP應用軟體、通訊軟體Line、社群媒體如臉書(Facebook)和Instagram、雲端客戶關係管理(CRM)密切地整合起來,並藉由大數據(Big Data)分析和人工智慧(AI)科技來優化服務,為消費者提供更為便利多元的購物體驗,也會為G個案公司開創新的商機。 | zh_TW |
dc.description.abstract | G Case Company is one of the well-known apparel retailers in the Asia-Pacific region. It has been in the market for thirty years and currently has over two hundred stores in Taiwan (covering flagship stores and physical experience stores). It is one of the leading brands of domestic apparel chain companies with very high reputation and market influence. For many years, G Case Company has always insisted on a cost-leading strategy and considerable degree of competitive advantage in inventory management, cost control and so on. However, due to the continuous increase in storefront rentals, employee costs, and operating expenses, G Case Company’s operating costs have been rising. Due to the rapid development of apparel e-commerce, the existing physical store business has caused considerable. The severe impact forced G Case Company to optimize its cleverness and keep pace with the times in order to survive in the fiercely competitive apparel retail market.
Therefore, G Case Company urgently needs to make dynamic and flexible adjustments to its competitive strategy under the new environment of the Internet. The research question for this research is how the traditional costume retail G case company made its maneuvering adjustments to its original cost leadership strategy in the highly competitive environment. The use of a dynamic and flexible adjustment of competitive strategies enabled G Case Company to grasp the opportunities for the rapid development of mobile Internet, fully and effectively use the rich resources of its multiple entity experience stores, and develop new business models to reduce customers’ shopping costs, the extension of online virtual space in physical stores, the promotion of ping effect, and the increase in the passengers' arrival rate have given G Case Company a competitive advantage in the highly competitive apparel retail market. This study is based on the problems encountered in the rapid development of the Internet in G Case Company's physical store. It analyzes the overall environment, external environment, internal resources and capabilities of the G Case Company's industry, and changes in consumer behavior of the core target consumer groups. , Propose a competitive strategy for the virtual and integrated business model of 020 online and offline channels suitable for the current situation of G Case Company, and focus on the market positioning of G Case Company to formulate G Case Company’s 020 online and offline access virtual and integrated business model , And made a cautious assessment of the risks that may arise during the implementation period, and made a response strategy, which gave G Case Company a competitive advantage in the fierce competition in the apparel terminal market in the future. At the same time, this study also has a considerable degree of insight into the implementation of the actual integration strategy of e-commerce and 020 online and offline channels in the clothing retail industry. This study constructs an integrated O2O pathway virtual integration ecosystem (Ecosystem), focusing on the use of mobile Internet to store multiple physical storefronts and online (on-line) applications, mobile apps, LINE, Facebook, and cloud. The close integration of Customer Relationship Management (CRM) Customer Service Centers and G Case Company's official website, while providing consumers with a more convenient physical shopping experience, will also add new results to G Case Company. | en |
dc.description.provenance | Made available in DSpace on 2021-07-10T22:12:14Z (GMT). No. of bitstreams: 1 ntu-107-P04746033-1.pdf: 876497 bytes, checksum: 56fd1a27511b8c25aaccc43dfdc71911 (MD5) Previous issue date: 2018 | en |
dc.description.tableofcontents | 目錄
摘要II Abstract III 目錄V 圖目錄VII 表目錄VIII 第一章 緒論1 第一節、研究背景1 第二節、研究問題2 第三節、研究目的3 第四節、研究方法4 第二章 文獻探討5 第一節、服飾業電子商務概論5 第二節、網際網路思維7 第三節、服飾業O2O之營運模式12 第三章 G個案公司之背景資料及發展歷程23 第一節、品牌起源23 第二節、品牌定位23 第三節、品牌願景、品牌使命、品牌承諾及策略性目標29 第四節、企業五大文化30 第五節、台灣市場概況31 第六節、在地化行銷36 第四章 個案分析:G個案公司競爭策略之制定38 第一節、優勢與劣勢分析38 第二節、機會與威脅分析39 第三節、SWOT分析40 第四節、O2O導向的成本领先策略之制定43 第五節、O2O通路虛實整合商業模式的風險性管理52 第五章 結論與建議56 第一節、結論56 第二節、建議58 第三節、研究限制58 參考文獻59 圖目錄 圖2-1:O2O 品牌之三力模式16 圖3-2:服飾業O2O模式迴路22 圖4-1:G個案公司目標市場O2O消費者架構圖43 圖4-2:G個案公司O2O競爭要素所對應的目標消費者行為架構圖44 圖4-3:O2O整合執行要素46 表目錄 表2-1:商業模式的基本組成要素6 表2-2:電子商務之五大類別6 表2-3:九種新型網際網路思維特色10 表2-4:行動網際網路之應用類型12 表2-5:O2O與 B2C的區別13 表2-6:O2O 的三大主軸14 表2-7:O2O品牌聚變模式15 表2-8:傳統4P行銷策略和O2O模式4P策略之比較18 表3-1:G個案集團之品牌定位26 表3-2:G個案公司O2O消費者特色表28 表3-3:直接競爭對手32 表3-4:競爭形勢分析33 表4-1:對G個案公司之SWOT分析表41 | |
dc.language.iso | zh-TW | |
dc.title | O2O通路虛實整合策略之探討 :
以G個案公司為例 | zh_TW |
dc.title | The Research on the Strategy of the Virtual Integration in the O2O Channel :
Taking the Case Company G as an example | en |
dc.type | Thesis | |
dc.date.schoolyear | 106-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 陳聿宏,吳政衛 | |
dc.subject.keyword | 服飾零售業,電子商務,O2O線上線下通路虛實整合策略, | zh_TW |
dc.subject.keyword | Apparel Retail,E-Commerce,020 Online and offline integration strategy, | en |
dc.relation.page | 61 | |
dc.identifier.doi | 10.6342/NTU201801774 | |
dc.rights.note | 未授權 | |
dc.date.accepted | 2018-07-23 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 國際企業管理組 | zh_TW |
顯示於系所單位: | 國際企業管理組 |
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