第五章 個案與模型驗證
第二節 建議
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立 政 治 大 學
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N a tio na
l C h engchi U ni ve rs it y
第二節 建議
過去，B2C 電子商務缺乏明確的模型提供企業可以參考，大多數的研究都以
「策略」或「business model」等方式帶過，形成企業面對電子商務執行時的明 顯斷層。
本研究主要在彌補這個斷層的不足，預期以明確的模型與變革步驟提供企業 可以實際執行參考的依據。然而策略與商業模式並非不妥，主要是這兩者都屬於 較高層次的理論討論，本論文僅是將焦點拉近，提出一個可行且明確化的模型。
然而此模型並非唯一也非成功保證，僅能減少企業風險以及投資成本。企業可以 透過本研究所提出的模型，嘗試在較小的風險與投資成本下建立 B2C 電子商務 事業。
由於研究所需，本研究所提出模型僅強調電子商務的成長，偏向於攻擊策 略，然而對於重要風險因素的考量，也就是防守策略，還有威脅的預防，並沒有 太多的描述，因此風險與威脅將是本模型可以進一步發展補強的地方。以個案為 例，可用來分析 PChome online 與 Yahoo 的競爭關係與攻防策略，或者來自於中 國大陸電子商務業者，例如淘寶的威脅。
對於後續研究的建議，我們題出一個值得思考的方向：
企業透過模型分析核心競爭力與關鍵成功因素之後，是否一定要選擇自己投 資進行 B2C 的網站事業？因為核心競爭力與關鍵成功因素之間的距離如果 落差過大，應該採行的方式為何？
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立 政 治 大 學
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N a tio na
l C h engchi U ni ve rs it y
本研究嘗試透過模型協助中小企業進行電子商務的評估，然而所謂 B2C 電 子商務的 KSF 可能有許多是中小企業自身無法承擔的，而且電子商務並非不需 要成本，反而成本支出有可能超過預期甚多(邵兵家，蔡志剛 2005 [49])。因此，
對於落差過大的中小企業，透過本模型也可從操作的角度來思考，以 B2B2C 的 模式應對。簡言之，將 B2C 電子商務視為通路管理的一部分，而非取代或者自 建通路，此即所謂「虛實整合經營模式」（游哲豪,王信文,江敏城, 2008[56]）。
因此關於「虛實整合經營模式」，需要考慮的是將電子商務以新的通路看待，
以通路管理的方式經營。如何修正調整「反饋循環式電子商務模型」以適合「虛 實整合經營模式」的經營模式，將會是未來可探索的一個課題。
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