成長路線的選擇：以B電商為例

Abstract

台灣的圖書出版產業自從1970年代的出版社「五小」，反應出供不應求的市場狀況，首先是內容端，寫作者與編輯出版端先成為扁平的產業狀態，乃至出版到配銷的不須明確分工，給了1980至90年代，開始崛起的大型連鎖通路，無論「金石堂」或「誠品」模式都往上游功能做擴張，甚至將屬於經銷商兩大功能的「物流/倉儲」與「選/分配書」都蠶食取代。尤其台灣圖書出版產業初始的「月結制」造成的上游出版環節，更使得台灣出版產業上下游被迫緊密、停止合作成本極高的情勢裡，通路在此產業的議價力強大，且無從避免。

至於1995年成立、在2001年透過「統一超商取貨付款」推進電商普及之後的「博客來」，在已趨強勢的通路之中，更顯強勢，在2010年代後，已成為台灣圖書出版產業裡明確的第一大通路。在2010年代，若以整體台灣圖書出版產業角度來看，即便不以音樂產業為前車之鑑，整體圖書出版產業的產值也進入停滯甚至波動萎縮。在這樣的態勢裡，作為最具議價力的通路端中之最強勢，且具有活躍會員最能帶動轉型為平台生意，進入接下來「內容產業」必然的「注意力」爭奪中的「博客來」，在2015年，本身突破50億營業額，而本土與海外的競爭者尚不成氣候的關鍵時間，卻沒有這麼做，而選擇了其他的成長路線。

本研究將檢查並論證敘述以上前提，並以策略管理層面，以此商業個案作為論證某些也許應然但未必然發生的決策，可能如何發生。並透過後見之明檢查此成長路線之策略，當前可見的後續成長狀況。

With the geopolitical economics of cold war in 20th century, the Book publishing industry in Taiwan meets its first rising period in 1970s. There are demends of books greatly exceed the supply. As an exmaple, there are 5 small belle-lettristic publishers which established by arthor themsleves. And, they show a simple, flat structure from upstream to market for effeciency under this buyer’s market. Consequently, it became as a default with “open account in month” which connect industry from upstream to downstream thightly. Threfore, the bargaining power begame stronger effect for all industry while the business were changing. And, the channels’end became even more dominant in late 1980.

After the 1995 established e-commerce company“Books.com.tw”turned the bussiness around with their “In-store pickup/payment”strategy by 2001. It became the leading revenue company, and the most dominant channel in this industry around 2010.

As Book publishing industry in Taiwan entering 2010s, it enter a stagnant period of the market scope growth as well. “Book.com.tw”, which owned the suitable core competency for leading the transformation to compete. With entire industry been compelled to face the competing with other content/attention merchants. At 2015, “Book.com.tw”achiving its first 5 Billion revenue. But, It took another path of growth, instead of to compete in this indutry, lead the transformation of E-book and Platform business.

This study will check above premise with industrial factors to know why and how. Taking a case study with dialectics for this strategy making, to survey the choice of growth paths in streategy management level.