B2B 廠商之電商轉型決策及電子商務能力指標關係之研究—以工業電腦廠商為例

Abstract

隨著行動裝置的普及，網路更全面地改變消費者的生活型態，電子商務也來到一個全新的時代，企業紛紛重新審視資訊網路為商業模式加值之處，而這股風潮很快地也蔓延到B2B的交易裡，Forrester Consulting 2014年的調查報告即指出50%的企業買家認為未來三年內會在線上採購過半數之產品，並且都渴望擁有如B2C完善的電子商務消費體驗。 電子商務自1980年代正式提出國際通用的EDI標準，至今已發展30年，而過去的研究多在採納電子商務之原因、電子商務能力對企業績效之影響、電子商務轉型決策這幾個議題著墨，尚未有轉型決策與電子商務能力間關聯性之討論。因此，本研究嘗試以B2B電子商務為外部環境，透過個案研究的方式，對一工業電腦廠商之電商轉型決策與電子商務能力間之關聯做初探性之研究，討論個案公司如何透過轉型的3項能力：（1）組織結構轉型能力（2）產品與市場轉型能力（3）業務流程轉型能力，提升其不同的電子商務服務能力：（1）資訊能力（2）交易能力（3）互動與客製化能力（4）供應商整合能力（5）多通路整合能力。 個案公司已透過組織轉型能力及業務流程轉型能力，發展明確的策略來改善電子商務能力，惟在產品與市場轉型能力，對於線上通路的產品規劃尚未有權宜之計，尚無法全面地改善個案公司之電子商務績效。另外，個案公司也尚未正視其較薄弱的供應商整合能力及多通路整合能力，並發展適當的轉型決策予以改善。本研究根據該現況，分別針對兩項較弱勢的能力提出建議，個案公司可以透過聯合庫存管理（JMI）提高對供應商的議價能力，以加強其供應商整合能力;在多通路整合能力的部分，首要之務是串連不同通路的資訊系統，整合顧客資訊，並辨別出影響顧客購買決策的關鍵資訊，再依照顧客需求透過不同通路提供客戶整合性的服務。

Following by the rise of mobile device, the Internet have changed our lives more deeply. E-Commerce has come to the new era, too. Every business starts to review what value did the Internet bring for their business model. The trend soon expands to B2B business. According to the Forrester Consulting report in 2014, 50% companies said that they would purchase more than half of materials over the Internet and hoped to have the good experience as B2C purchases. In general, the previous research of B2B e-commerce focused on three scopes, the reason of e-commerce adoption, the influence of e-commerce capabilities on business performance, reconfiguration and transformation in traditional companies’ e-commerce strategy implementation, while rarely discussing about the relationship between the e-commerce reconfiguration strategy and the e-commerce capability (e-capability). This research tried to have an exploratory finding through the case study by the leading industrial computer company under B2B scope. The research tried to find how the case company implemented different transformation strategy on organization structure, product and market, operational processes and procedures to increase five dimensions of e-commerce capabilities: (1) information (2) transaction (3) interaction and customization (4) supplier connection (5) channel integration. In conclusion, the case company has developed the effective strategy to increase their e-capabilities via the transformation on organization structure and operational processes and procedures. Because of the conflict on marketing and supply chain strategy, the case company was not able to increase the overall e-capability via product and market transformation. Besides, the case company didn’t aim at its weakness, which is the lack of e-capability on supplier connection and channel integration. For the supplier connection, the research suggests the case company to develop joint managed inventory. For the channel integration, the case company should connect and synchronize customers’ information as its first step. Second, identify the key information which would affect the customers’ buying decision and then set the key performance indicator. As a leading company, it should take on the challenge and catch up with B2C e-commerce, just as their clients’ expectation.