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| Title: | 台灣新創生鮮電商之組織關鍵活動:B2B與B2C商業模式比較
Organizational Critical Activities For Taiwan Fresh E-commerce Startup: B2B and B2C Models Comparison |
| Authors: | 李奇芸
Lee, Chi-Yun |
| Contributors: | 洪為璽
彭朱如
Hung, Wei-Hsi
Peng, Tzu-Ju
李奇芸
Lee, Chi-Yun |
| Keywords: | 生鮮電商
組織關鍵活動
企業對企業
企業對消費者
Fresh Food E-commerce
Organizational Critical Activities
B2B
B2C |
| Date: | 2021 |
| Issue Date: | 2022-03-01 18:22:29 (UTC+8) |
| Abstract: | 台灣電商市場高達新台幣兩千五百億規模，又以生鮮電商之成長最為快速，自2018年以來，電商巨頭與鮮食品牌競爭市場份額，並同時有如優步、熊貓等外送業者加入競爭。除了傳統面向消費者之B2C電商模式，近年也有企業推出B2B生鮮電商，整合供應鏈並提供餐廳業者蔬果鮮食產品。本研究採用組織關鍵活動(Organizational Critical Activities，OCAs)理論，研究同時經營B2B及B2C模式的台灣生鮮代表性新創，並解析其兩種模式下，組織關鍵活動之異同、探尋其根本原因，並提出相應策略予以業者參考。
本研究發現，B2C模式之組織關鍵活動聚焦營銷相關活動，而B2B模式則更注重運營之效率優化。影響組織關鍵活動不同的主因，則為客戶性質差異：B2C面向一般消費者，其決策時間短、易被高品牌辨識度吸引，反之，B2B客戶決策時間較長、須考量轉換供應商之風險，更在意品質及價格穩定。建立於客戶性質差異之上，B2C模式適合採取差異化經營策略，並以行銷為主的組織關鍵活動去強化消費者需求，而B2B模式則以低成本策略為主，專注於運營優化之組織關鍵活動。
透過本研究，期待能提供相關業者在B2C及B2B模式下的組織關鍵活動及策略建議，透過對客戶特性之解析，採取相應策略，使企業邁向中、長期成功，永續經營。
Taiwan`s e-commerce market is nearly two hundred and fifty billion Taiwanese dollars, while fresh food e-commerce has grown the fastest across all sectors. In the past three years, local e-commerce giants started to compete with local food brands. Meanwhile, delivery companies such as Uber and Foodpanda have launched fresh food delivery services, intensifying the competition. In addition to the traditional consumer-oriented B2C e-commerce model, some companies have launched fresh B2B e-commerce in recent years. The B2B models fresh food e-commerce targets restaurants as customers, integrating traditional fresh food supply chains and providing fresh fruits and vegetable supply services for those small and medium-sized restaurants.
This study adopts the Organizational Critical Activities (OCAs) theory to study a Taiwanese fresh food startups that operates both B2B and B2C models. By analyzing the similarities and differences in OCAs under two models, the study further explores the root cause making the differences. Finally, the study finds how business owners can adopt appropriate strategy and related OCAs when it comes to both B2B and B2C models.
This study finds that the OCAs of the B2C model focuses more on marketing-related activities, while the B2B model focuses more on efficiency optimization activites. The main reasons that differentiate organizational critical activities under these two models are the fundamental differences in customers` characteristics. The general consumers(B2C) have a short decision-making time and are easily attracted by high brand recognition. B2B clients have a longer decision-making process and must consider the risk of switching suppliers. Moreover, B2B clients are more concerned about quality and price stability.
Based on the fundamental differences in the nature of customers, the B2C model is suitable for adopting differentiated business strategies, focusing on marketing-oriented OCAs to raise public demand. In contrast, the B2B model focuses on low-cost strategies, aiming at OCAs such as internal management optimization and operational efficiency improvement.
The study summarizes OCAs and strategic suggestions under the B2C and B2B models. By understanding the characteristics of B2B and B2C customers, the enterprises can develop complementary strategies and related OCAs that move the business towards success. |
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| Description: | 碩士
國立政治大學
企業管理研究所(MBA學位學程)
108363008 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0108363008 |
| Data Type: | thesis |
| DOI: | 10.6814/NCCU202200273 |
| Appears in Collections: | [企業管理研究所（MBA學位學程）] 學位論文
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