電子商務平台商業模式與影音內容應用策略之個案研究

Abstract

自從網路購物興起後，平台型企業的商業模式幾乎已成為了網路商業模式的代名詞。從美國排名前五大的FAAMG(臉書、蘋果、亞馬遜、微軟、谷哥)到中國的BAT(百度、阿里巴巴、騰訊)，平台型的企業透過掌握了所有的資源加上雄厚的資本市場力量，讓這些規模型企業幾乎成了另類的網路托拉斯型企業。 然而，台灣網路市場在2017年的一場網路商戰卻意外掀起新的商業變局。為深入解析不同電子商務平台的商業模式內涵，及其對影音內容運用的策略的差異性，本研究選取了三家不同規模與定位的電子商務平台（486先生、創業家兄弟、PChome），進行深的個案研究，探討其在網路快速變化的商業環境中，如何持續創新與面對流量紅利已經消失的新零售時代，讓自身平台不斷進化滿足消費者的各種痛點需求，並且透過行動影音科技帶來的內容升級，在下一波的商業競爭中，突破自身的限制點。 平台並非大者恆大，有時候規模反倒成了因應新科技新變局的包袱，既有的客戶基礎也可能是阻礙創新的障礙。事實上在台灣有限規模的內需市場中，仍有不同的中小型平台企業找到了自己的利基市場。首先，平台商業模式的核心在於與價值主張的內涵與用戶定位，客戶已經由量化走向黏著度的質化。再者，平台不但應該深度挖掘用戶的所累積的大數據，更應該對關鍵的合作夥伴開放資訊共享資源，一起做更精準的用戶經營。此外，平台不一定能有獨佔商品，但可以自有導流內容來跳脫商品的同質性與突破網路的比價效應。最終，平台作為資訊的連結點，更可擴大將用戶作為平台的延伸，甚至是新內容的反饋產生者。展望未來，如何找出具有平台功能的價值用戶將是平台商業模式的成敗關鍵。

Since the rise of online shopping, the business model of platform-based enterprises has become synonymous with the network business model. From the top five FAAMG (Facebook, Apple, Amazon, Microsoft, Google) in the United States to China's BAT (Baidu, Alibaba, Tencent), platform companies have mastered all the resources and strong capital market power. It makes these large-scale enterprises become almost an alternative network trust business. However, a network business war in Taiwan in the year of 2017 unexpectedly set off a new business change. In order to deeply analyze the connotation of the business model of different e-commerce platforms and the differences in the strategies for the application of audio and video content, this study selected three e-commerce platforms of different scales and positioning (Mr. 486, entrepreneur brothers, PChome) to carry out the deep Case study on how to continue to innovate and face the new retail era in which the traffic dividend has disappeared in the rapidly changing business environment of the Internet, allowing its platform to evolve to meet the various pain points of consumers, and through mobile audio and video technology. The content upgrade brought about, in the next wave of business competition, break through its own limit points. The platform is not just relying on scale. Sometimes the scale has become a burden for the new technology and new changes. The existing customer base may also be an obstacle to innovation. In fact, in Taiwan's limited domestic demand market, there are still different small and medium-sized platform companies that have found their niche markets. First of all, the core of the platform business model lies in the connotation and user orientation of the value proposition, and the customer has been quantified towards the quality of adhesion. In addition, the platform should not only dig deeper into the accumulated big data of users, but also open up information sharing resources for key partners to do more precise user operations. In addition, the platform may not have exclusive merchandise, but it can excel from the homogeneity of the merchandise and break through the price effect of the network. In the end, the platform as a link to information can expand the extension of users as a platform, and even the feedback of new content. Looking to the future, how to find value users with platform functions will be the key to the success of the platform business model.