Alibaba和Amazon的全方位通路策略比較與分析

Abstract

隨著互聯網設備的廣泛應用，現代零售業已逐漸轉向電子商務領域。阿里巴巴和亞馬遜分別是在北美和亞洲市場的電子商務龍頭，兩間企業現階段皆致力於國際市場擴張，因此在未來，兩間企業勢必會彼此競爭。我們使用個案研究方法分析阿里巴巴與亞馬遜兩間公司，在全方位通路策略之間的差異，以了解其各自的優勢與劣勢。 研究結果顯示，有關技術、運營、產品策略，亞馬遜採用內部開發，因此，亞馬遜在內部投資相當高，也為此舉債。相較之下，阿里巴巴只有在技術相關的策略採用內部開發，其他有關運營和產品策略的部分，則偏好採用與其他企業合作的模式達成。合夥的模式使的阿里巴巴能夠盡量減少對實體設施和庫存的投資，並保持更彈性、更健康的財務狀況。總結兩間公司目前的策略差異在於，阿里巴巴透過充分利用合夥來保持更加靈活的狀態，而亞馬遜則以長遠發展的能力為目標，全力投資於自身的全方位通路能力。

In the modern retail industry, the widespread adoption of internet-capable devices brought the rapid growth of ecommerce markets and the establishment of large ecommerce marketplaces. Amazon and Alibaba are both ecommerce giants that are dominating the North American and Asian markets respectively. However, both are working towards expanding into multiple international markets and the possibility of direct competition between the two is inevitable. Case study research method is used to analyze the differences between Alibaba’s and Amazon’s omnichannel retail strategy using in order to understand each company’s respective strengths and weaknesses. The research in this paper concludes that Amazon favors in-house development of all technology, operation, and product strategies. The financial structure analysis suggests that Amazon has taken on a lot more debt than Alibaba, possibly to support the in-house development of these areas of focus. In contrast, Alibaba favors in-house development for technology related strategies while aligning operation and product strategies with partners. The partnerships allow Alibaba to minimize investments in physical facilities and inventory and to retain a better financial position. Ultimately, Alibaba currently holds a more flexible position by fully utilizing partnerships, while Amazon is fully invested in developing their own omnichannel retail capabilities for the long run.