ENTITY STORE BRANCH OUT INTO VIRTUAL MARKETINGPLACE:THE RESEARCH LEVERAGE AND BUILDING
林明璋、劉家駒
E-mail: [email protected]
ABSTRACT
With the flourishing of dot-coms, many well-known enterprises are eager to devote themselves to the virtual marketplace. What transformation strategies should traditional entity stores adopt to enter the market? From a resource-based theory point of view, we add the dynamic analysis to the resource building and leverage. Then, we explore the relationship between resource transfer models and entity transformation strategies. By the use of case study, we try to clarify the relationship among resource transfer models, resource building/leverage methods, and transformation strategies. We like to know the policies adopted by entity stores while transforming. By researching into resource-based theory, transformation strategies, resource building/leverage and related
literatures, we find that an entity store would make use of its present resources to undergo different resources building and leverage.
Furthermore, it adopts different transformation strategies in different stage. According to the resource differential comparison before and after transformation, we try to classify resources building and leverage, and see how they affect transformation strategies. We interview the entity stores in Taiwan that have branched out into the virtual marketplace and utilize the secondary data to analyze case by case. We come to the following conclusion: 1. For contents of resources transfer, if the transfer/leverage method is adopted, it is much easier to have a success on present assets, such as products, brand, customer royalty, industrial knowledge and capital. 2.
For contents of resource transfer, the transfer/building method is usually adopted on new accrued assets, like e-commerce
knowledge, network system, network techniques, customer relationship management and distribution, due to the lack of experience and risk hedge. 3. An entity store can make use of its bricks-and-mortar shop to display and maintain products, and for customers to pick up goods. Whether the shop is used or not will depend on the entity store’s distribution system and operation. 4. An entity store would consider to lever or build its data base, according to the existence/ non-existence of a data base and its suitability. 5. To transform gradually is more easily to have a success, that is, to set a business unit to run the virtual shop at the beginning, then, adopt strategy alliance and found a new company at last. 6. As the transformation progresses gradually, the knowledge of e-commerce and network techniques are internalized and accrued day by day. 7. During the process of transformation, most of the distribution work is consigned to the warehouse of the group. 8. During the process of transformation, if the resource leverage method is adopted, a new company is more likely to be founded. On the other hand, if resource building method is adopted, a business unit is more likely to be established. If the percentage of leverage and building is even, then the strategy alliance is usually adopted.
Keywords : Entity Store ; Virtual Marketplace ; Resource Building ; Resources Leverage ; Transformation Strategies Table of Contents
第一章 緒論--P1 第一節 研究背景與動機--P1 第二節 研究目的與研究問題--P3 第三節 論文結構--P4 第二章 文獻回顧與探 討--P5 第一節 資源基礎理論--P5 第二節 企業轉型理論--P17 第三節 經營策略理論--P23 第三章 研究架構與研究方法--P27 第 一節 研究範圍與對象--P27 第二節 研究方法--P27 第三節 研究架構--P29 第四節 研究步驟--P31 第四章 個案研究--P32 第一 節 金石堂網絡股份有限公司 --- 金石堂書店--P32 第二節 7e-shop網路購物便 --- 統一超商--P39 第三節 思薇爾網路旗艦店 --- 思薇爾國際公司--P46 第四節 其他個案--P52 第五章 個案研究與命題發展--P56 第一節 研究結果綜合分析--P56 第二節 研 究命題--P67 第六章 結論與建議--P84 第一節 個案發現與命題彙整--P84 第二節 對實體商店跨入虛擬商店業者之建議--P86 第三節 研究限制--P87 第四節 後續研究建議--P89 參考文獻 一、中文部份--P92 二、英文部份--P93 附錄 附錄一.問卷--P101 REFERENCES
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