電子商務平台經營策略:以momo購物與蝦皮購物為例

Abstract

momo購物於2004年成立，旗下整合電視購物、型錄購物和2005年正式成立的網路購物等三大通路，並經歷三大策略轉變，網路購物從依附在電視購物之下，逐漸成為集團主導業務，後續開始積極發展自建物流，至今已然成為臺灣B2C的網路購物龍頭。而蝦皮購物於2015年進入臺灣市場，從快速擴張搶佔市場份額作為開端，到2021年開始推動自建物流，目前也已成為臺灣電商市場領導者之一。 本研究主要以個案研究探討臺灣電子商務平台 - 蝦皮購物與富邦媒體科技（momo購物）的經營策略，以了解兩平台如何在激烈的市場競爭中取得競爭優勢，並探討其未來的發展方向。首先針對現行之經營策略，先分析兩平台之目標客群以及現行之行銷曝光渠道選擇，發現momo購物及蝦皮購物皆以主力消費客群為核心，對應合適的行銷渠道，不僅有助於擴大自身的市場影響力，還能夠更有效地吸引並留住目標客戶。值得注意的是，兩平台在各渠道的佈局上都早於競爭對手，顯示在競爭激烈的市場中能搶佔觸及顧客的先機相當重要。而後則是現有之物流佈局策略，momo購物和蝦皮購物意識到與第三方合作物流所帶來的不穩定性和成本劣勢，因此積極發展自建物流以重掌物流控制權，並持續透過數據進行優化，以力求提升競爭力和尋求長期發展。 接下來則進一步深入分析從進入市場、用戶經營到自建物流策略的異同與給予建議。首先透過PEST及波特五力模型分析兩平台當時進入市場之宏觀及產業環境，發現momo購物及蝦皮購物皆精準地定位合適的目標客戶以及找出差異化的競爭優勢，有助於兩者在競爭激烈的電子商務市場當中取得優勢以領先競爭對手。下一步則是透過AARRR理論來分析兩平台在各環節的用戶增長策略，建議momo購物可嘗試發展年輕族群，並強化各環節對於Z世代的吸引力，以提升客戶終身價值。最後則是拆解各物流節點，分析兩平台各節點的異同，以及建議蝦皮購物更重視數據與科技在物流上的應用，以提升各節點之效率。最終以整體而言，在電子商務產業成長趨緩，競爭更加劇烈的情勢下，建議未來可發展全通路（OMO）策略，吸引更多消費者參與並活躍在其生態系統。

Fubon Multimedia Technology Co., Ltd. (momo) was established in 2004, integrating three major channels: TV shopping, catalog shopping, and online shopping, the latter officially launched in 2005. Over the years, it has undergone three major strategic transformations. Initially, online shopping was subordinate to TV shopping but gradually became the leading business of the group. Subsequently, momo began to actively develop its own logistics network, eventually becoming the leader in Taiwan’s B2C online shopping sector. Shopee, on the other hand, entered the Taiwanese market in 2015. It started with rapid expansion to capture market share and began promoting its own logistics network in 2021, It has now become one of the leading players in the Taiwanese e-commerce market. This study primarily explores the business strategies of Taiwanese e-commerce platforms, Shopee and momo, to understand how these platforms gain advantages in a highly competitive market and to discuss their future development directions. Initially, a case study approach is used to analyze the existing business strategies of momo and Shopee. This involves analyzing the target customer groups and current marketing channels of both platforms. It is found that both momo and Shopee focus on their core consumers, utilizing appropriate marketing channels that not only help enhance the brand's reputation but also more effectively attract and retain target customers. Notably, both platforms have positioned themselves in these channels earlier than their competitors, highlighting the importance of seizing early opportunities to reach customers in a competitive market. Subsequently, the current logistics strategies are examined. Both momo and Shopee recognize the instability and cost disadvantages associated with Third-party logistics (3PL) and are therefore actively developing their own networks to regain control over logistics. They continually optimize these networks through data analysis to enhance competitiveness and seek long-term development. The study further deep into the differences and similarities in market entry, user management, and self-built logistics strategies, providing recommendations accordingly. First, using the PEST and Porter’s Five Forces models, the macro and industry environments during the market entry of the two platforms are analyzed. It is found that both Momo Shopping and Shopee accurately identified suitable target customers and unique competitive advantages, aiding them in gaining an edge over competitors in a fiercely competitive market. Next, the AARRR model is employed to analyze user growth strategies at various stages for both platforms. Recommendations include that Momo Shopping should explore engaging the younger demographic and strengthen its appeal to Generation Z at each stage to enhance customer lifetime value. Finally, the logistics nodes are dissected to analyze the differences and similarities between the two platforms, with a recommendation for Shopee to place greater emphasis on the application of data and technology in logistics to improve the efficiency. Given the slowing growth of the e-commerce industry and intensifying competition, the study suggests developing an Online Merge Offline (OMO) strategy in the future to attract more consumer participation and foster active engagement within their ecosystems.