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研究生:蕭翊翔
研究生(外文):Siao,Yi-Siang
論文名稱:建材批發通路產業商業模式個案分析
論文名稱(外文):Case Study on Business Model of Wholesale of Building Materials
指導教授:蔡政安蔡政安引用關係
指導教授(外文):Tsai, Cheng-An
口試委員:溫福星廖明坤
口試委員(外文):Fur-Hsing WenLiao, Ming-Kun
口試日期:2014-06-18
學位類別:碩士
校院名稱:實踐大學
系所名稱:企業管理學系碩士在職專班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2014
畢業學年度:102
語文別:中文
論文頁數:147
中文關鍵詞:建材通路商商業模式創新
外文關鍵詞:Building material distributorBusiness ModelInnovation
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建材通路商即在建築產業之中扮演著相當重要的角色,其中經營方向也由傳統的代理銷售通路模式,轉變為多元化網路銷售方式,不同的經營模式產生,就必需投入新的經營策略及資源,伴隨著科技的日新月異,其核心能力及技術的大躍進,建築材料相關的應用知識也隨着網路科技日益普及,建材通路商將面臨強大的競爭壓力,同時利潤也不斷的縮小,及需面對多元且差異性極大的顧客類群,個案企業將要如何選擇不同的商業創新模式來滿足顧客的不同期待,進而創造個案企業的價值,以及如何能讓個案企業的經營更能永續而維持競爭的優勢,不僅保有原利潤還要能創造個案企業更佳的獲利空間。本個案研究是以蔡政安、蔡家鳳 (2013)所提出的創新商業模式以系統化衡量架構為藍圖,包括價值主張、價值創造、價值獲取、價值傳遞等,以深度訪談的方式探討個案企業經營模式,並歸納出十一項的元素,以脈絡化的架構探討創新商業模式及其主要的操作化衡量指標,經由個案企業的深度分析而衍生的關鍵性指標,檢視營運的商業創新模式不同之處。個案研究發現:以競爭觀點來看,建材通路商就以顧客的通路上,不斷的幫助顧客、改善效能、控制成本、將讓個案企業永續的發展及創造超額利潤。以商業創新模式,獲取最終的顧客青睞就是能掌握關鍵性的價值主張,即為不斷提升市場區隔中的顧客關係,24 小時全天候購物、約定時間交貨、紅利累積、客製化選配、協助案件規劃等關鍵活動,並以價值綁住不同市場區隔之中的顧客與其依賴個案企業並達長期交易關係。
Building material distributors play a significant role in architecture industry. Their managing way has converted to diverse online sales from traditional dealer sales. Owing to the emergence of different management, new managing strategies and resources are required. With the ever-changing technology, whose core ability and techniques have advanced, applied knowledge on building materials is increasingly prevalent; therefore, building material distributors will be confronted with fierce competition, shrinking profits and varied customers. How does an enterprise choose a different and innovative business model to satisfy various expectations from customers, and in turn create its value. How does the different and innovative business model an enterprise choose make the managements sustainable and the competitive advantage maintained, further making the enterprise not only retain its original profit but also gain much more profitsm. The case study was based on innovative business model proposed by Zheng-An Cai and Jia-Feng Cai (2013) with a systematic framework being its blueprint including value proposition, value creation, value capture and value delivery. With in-depth interviews, the study researched into the business management model of the case and induced eleven elements to discuss the innovative business model and the index of its main operational measurement with a contextualized framework and to review the differences of the operational innovative business model through the key index derived from the depth analysis of the case. The case study found:From a competitive viewpoint, building material distributors offer satisfactory services to customers, improve efficiency, and control costs, which in turn enables their enterprises to create excess profits and to develop sustainably. From a business innovation model obtained the favor of customers, it could command critical value proposition, which means to improve customer relationship in market segmentation such as 24-hour shopping, delivery of goods at appointed time, bonus accumulation, customized option and the assistance of case planning. In addition, customers in different market segments, their dependence on the case and their long-term transaction relationship with the case were tied with value.
中文摘要 i
英文摘要 ii
謝誌 iii
表目錄 vi
圖目錄 vii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與研究問題 2
第三節 研究流程 2
第二章 文獻探討 4
第一節 創新 4
第二節 商業模式 5
第三節 商業模式創新 9
第四節 建材批發產業 11
第三章 研究設計 14
第一節 研究架構 14
第二節 研究變數的操作化定義 15
第三節 研究個案的選擇 16
第四節 研究對象與訪談問題 16
第五節 研究方法 19
第四章 個案分析 36
第一節 個案企業背景介紹 36
第二節 個案企業商業模式分析 39
第三節 跨個案商業模式分析 91
第四節 個案關聯圖分析 107
第五節 商業模式構面關聯性說明 121
第四節 研究發現 132
第五章 研究結論與建議 137
第一節 研究結論 137
第二節 研究貢獻 139
第三節 管理意涵 140
第四節 研究限制與後續研究建議 141
參考文獻 143
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