傳統市場蔬果攤商之線上經營模式

Abstract

隨著電腦、行動設備運算能力的提升以及網際網路的發展，電子商務越來越普及，消費著也逐漸習慣這種消費模式。在台灣，電子商務商透過食、衣、住、行及育樂等不同面向切入市場 。「食」的方面，越來越多的生鮮電商加入，為消費者提供了一個更方便、省時的買菜方式，在生鮮電商發展之下，傳統零售市場攤商的生意必然會受到影響，加上生鮮超市的威脅，讓台灣傳統零售市場的營業額逐年下滑，有鑑於此，本研究希望為傳統市場攤商建構線上經營模式。 首先，將蔬果產業供應鏈分為兩大類來做分析，第一類為傳統通路，由批發市場集貨，承銷商透過競價取得蔬果，零售商向承銷商購買後再轉賣給終端消費者，分析此類別的每個環節後，找出傳統市場攤商朝線上經營轉型之利基市場;第二類為電商通路，針對台灣現有生鮮電商之特性來做分類，並分析每種類別之資訊流、金流及物流，作為建構營運模式之參考。 本研究透過上述分析，為傳統市場蔬果攤商建構一個專對B2B市場的線上經營模式，透過網路平台、第三方支付及機車物流來匯集訂單、提供線上金流服務及節省運送成本，最後透過價值創造循環，呈現此模式中每個角色的夥伴關係以及價值的創造。

With the development of computer, mobile device and the Internet, e-commerce companies bloomed. Consumers are gradually used to buying products on the Internet by their computer or mobile devices. In Taiwan, e-commerce companies provide services in different industries, including food, clothing, housing, transportation, education and entertainment industries. In the food ingredients industry, more and more food ingredients e-commerce companies which provide consumers an easier and time-saving way to buy food ingredients enter this market. The revenue of traditional market’s food ingredients vendors declines year by year. Moreover, supermarkets which sell food ingredients also eroded vendors’ revenue. Therefore, this research aimed to build an online business model for traditional market’s food ingredients vendors. The thesis separated the food ingredients supply chain into two kinds. The first kind is the traditional channel which means all the food ingredients are sent to the wholesale market and auctioned. After dealers get food ingredients, they sell these products to retailers, then retailers sell them to the end-users. After analyzing every part of this channel, this thesis found out a niche market for the traditional market’s food ingredients vendors. The other kind is e-commerce channel. The thesis separated food ingredients e-commerce companies into four kinds and analyzed these companies by examining their information flow, logistic and cash flow as a reference of new business model. In the end, this thesis built a feasible new business model to B2B market which combined online platform to collect orders, third-party payment to provide online cash flow service, and moto express to lower deliver cost. Then, it used the Value Creation Cycle to show the partnership of each player and the value-adding process in this business model.