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    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/152102


    Title: 傳統居家裝飾貿易商之轉型策略 -虛實整合之運用
    Strategic Transformation for Conventional Home Decor Trading Business by Integrating Real with Virtual
    Authors: 陳有為
    Chen, Yu-Wei
    Contributors: 郭炳伸
    Kuo, Biing-Shen
    陳有為
    Chen, Yu-Wei
    Keywords: 居家裝飾
    貿易商轉型
    虛實整合
    策略型態分析法
    五力分析
    Date: 2024
    Issue Date: 2024-07-01 13:02:48 (UTC+8)
    Abstract: 早期台灣經濟起飛，除了台灣低廉的生產成本以及生產效率外，也靠了許多大大小小的貿易商，把台灣產品推廣國際。在早期貿易，因為資訊不透明，溝通困 難，北美客戶很依賴當地的貿易商與當地的生產廠商協調溝通。生產工廠因為能力不足，也依賴貿易商與北美通路合作。
    隨著時代的進步，網路的興起，讓資訊越來越透明，去中間化已成未來的大趨勢。另外，隨著都市化的發展，生產端的能力也不斷提升，也逐漸成熟可以直接做北美零售通路。舊有的貿易的營運模式必須有所改變。
    個案公司是40年老貿易商，如何在環境的巨變下，盤點個案公司所累積的資源與優勢。進一步演化創新策略，帶動公司轉型，在未來的零售裡，能夠穩定成長發 展。也供之後貿易業者做一個轉型參考。
    Here is the translation of your abstract into English:

    In the early stages of Taiwan's economic takeoff, apart from Taiwan's low production costs and efficiency, numerous small and large trading companies played a crucial role in promoting Taiwanese products internationally. Due to the lack of information transparency and communication difficulties in early trade, North American customers heavily relied on local traders to coordinate communication with local manufacturers. As production factories lacked sufficient capabilities, they also depended on traders to collaborate with North American distribution channels.

    With the advancement of technology and the rise of the internet, information has become increasingly transparent, and disintermediation has become a major trend for the future. Moreover, with the development of urbanization, the production capabilities have continuously improved and matured, making it possible for them to directly engage with North American retail channels. The traditional trading operation model must therefore adapt to these changes.

    The case company, a 40-year-old trading firm, faces significant environmental changes. This study explores how the case company can inventory its accumulated resources and advantages to further evolve and innovate strategies, driving the company's transformation and enabling stable growth and development in future retail markets. This also serves as a reference for other traders undergoing transformation
    Reference: 1.司徒達賢 2016版策略管理新論：觀念架構與分析方法
    2.盧希鵬 2017 版 C2B逆商業時代：一次搞懂新零售、新製造、新金融的33個創新實例
    3.Michael E. Porter 2019 版 競爭策略：產業環境及競爭者分析4.National Retail Federation- Top 100 retailer 2022
    https://nrf.com/resources/top-retailers/top-100-retailers/top-100-retailers
    -2022-list
    5. Stastia Market Research North America Ecommerce market https://www.statista.com/statistics/379046/north-america-ecommerce-retail-s ales/
    6..Earnest Living亞馬遜供應商後台https://sellercentral.amazon.com/
    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    110932024
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0110932024
    Data Type: thesis
    Appears in Collections:[經營管理碩士學程EMBA] 學位論文

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