根據《台灣電商新趨勢報告》(2014)指出，有多達60%的受訪台灣網友過去 半年內曾在網路上買過預購或代購商品，並估計台灣網路預購代購市場規模一 年高達約70 億，代表代購市場擁有龐大商機。因此，本研究將以四C 角度，專 注探討義大利代購平台－FOLLOADA 的經營模式。 本研究採取次級資料分析建立產業背景及釐清代購流程，探討公司為翔的 飛行屋、小Z 美國代購；並輔以個案方式分析進行研究問題的解析，對象以B 代購進行個案訪談。研究結果發現： 一、 代購流程考量因素涵蓋以下：商品來源、計價方式、收費方式、寄貨方 式及退換貨服務，各家代購業者將依照其所面臨情況，選擇對其最為便 利及獲利程度最高的代購流程組合。 二、 在競爭激烈的代購紅海中，代購業者降低消費者外顯單位效益成本及資 訊搜尋成本的方法較無差異，主要是透過道德危機成本及專屬陷入成本 創造代購平台的差異化。 三、 義大利代購平台－FOLLOADA 欲透過初期體驗使用以及名人代言分享以 降低消費者道德危機成本，並與消費者建立情感如以明信片成為筆友關 係以建立專屬陷入成本；而後以具有高品質的照片、簡潔清楚的文字資 訊，及有效的曝光活動降低消費者資訊搜尋成本，轉而著重消費者重視 的商品效益，即商品物況、完整度等其他服務，以降低消費者的外險單 位效益成本。透過以上四C 循環，創造全新的高效率、高品質代購服務。

現代人生活越來越忙碌，且夫妻皆在工作已是一個普遍的現象，然而許多生活中的雜事並不會因此減少，仍需要花時間處理。除了時間的缺乏之外，新世代的年輕人也缺乏處理生活雜事的經驗，因此處理起來更加的沒有效率，成果通常也不太好。一個最佳的例子就是買菜，在沒時間又不太會買菜的情況下，大部分消費者就選擇外食，或者買菜時只能憑感覺和外觀隨意選購，因而犧牲了健康與生活品質。 本研究將利用雲端理念與資訊科技，與整合社會上閒置人力資源的概念，設計出一個創新的代買菜服務工作，來協助消費者減少生活瑣事的負擔，或解決年輕消費者面對買菜工作的困擾。而此新創服務，除了要讓消費者減少家庭生活瑣事的負擔，同時也保證服務產出的品質，並且讓顧客僅需要支付合理的代價，避免顧客為了使用服務，反而得花更多的時間工作賺取金錢，違背源頭宗旨。 論文內容將以商業計畫書之型式，來評估上述的創新服務與營運模式，在技術與流程設計、市場行銷、和財務分析等三個關鍵的營運考量上，是否具有可執行性和商業價值。也透過此計畫書，說明一個新創網站企業，在實際的商業市場中，將營運模式概念，轉化為實際企業時所需要的工作計畫與考量。

“Daigou” (代購), a term originally from mainland China, has become a robust industry and novel business model in China for a few years with the market expanding 19 times between 2008 and 2012. Due to government intervention and trust-related problems, Daigou market size has been in decline since 2014 with sales volume of only about 40 billion CNY in 2015 (as compared to 57 billion CNY in 2014). In order to fully understand what Daigou is and how it works, this paper focuses on the Chinese market. The Thesis not only investigates many aspects of the Daigou industry including its key elements, target products, customer groups, market potentials, development trends, and influences, but also sums up all information about the current Daigou market in China and to analyze how its future may be. As Daigou business grows from startup to maturity, different problems and opportunities arise, demanding different business solutions. The change of business models is necessary to suit today’s market needs because what worked a year ago might no longer be the best approach nowadays. The evolution of Daigou is presented by making use of five major business models to show how each business model changed to keep up with the market. The impacts of diverse factors on different business models and to the individuals, community and other businesses, are also covered with the use of literature review, personal interviews and qualitative research.

一個品牌所創造的「品牌權益」及所產生的附加價值是指一個品牌能使顧客了解這個品牌所具有的品牌知識及形象並形成聯想，進而引起顧客對品牌認同與適當回應而轉化為實際的購買行動並發展出緊密的忠誠關係，使其他的競爭者不容易取代。 許多的消費品已經證實「品牌權益」對使用者購買行為的影響，但在專業的產品，尤其是藉由「第三者代購模式」決定選購的產品，如：醫藥產品，卻少有此方面的研究。本研究針對台灣醫藥業市場長年位居領導地位，具有相同治療適應症的兩種用藥作「品牌權益」及代購者購買行為的關聯性分析。以北部地區醫師為調查對象，請醫師以問卷方式評估兩種品牌的「品牌權益」並分析的哪些「品牌權益」的因素會影響處方行為，結果發現： 一、品牌權益中「品牌顯著」、「品牌績效」及「品牌形象」對醫師處方行為有顯著影響。醫師對兩種品牌的「品牌權益」看法有明顯的不同，且會視服務的對象(病患)個別情狀況而選擇使用不同的品牌。 二、「品牌聯想」中產品利益的功能性及經驗性對醫師處方行為有顯著的影響。本研究中兩種產品上市時間相近，但醫師還是認知Diovan品牌為一較新品牌而Norvasc則是一個使用廣泛且安全性高產品。 三、Diovan此品牌「品牌顯著」和醫師服務科別有明顯的交互作用。不同服務科別醫師明顯表現出會考慮病人狀況，不會將處方Diovan都列為首選藥物。 四、Norvasc此品牌「品牌績效」和醫師執業年資有明顯的交互作用。執業年資在5 ~10 年間醫師對Norvasc使用後療效最認同。 五、醫師對單一品牌使用趨勢，在最近六個月主要是受品牌權益中「品牌顯著」影響，而在未來繼續使用此品牌則是依據使用後該品牌的品質、可靠度、優越性等因素才決定是否繼續使用該品牌。亦受產品利益象徵性所影響。 六、醫師對兩種品牌選擇使用哪一種品牌的趨勢，在最近六個月主要是受品牌權益中「品牌顯著」與「品牌形象」構面影響，而在未來六個月除了受「品牌顯著」影響外還受「品牌情感」影響。進一步以量化分析，醫師對 Norvasc使用數量在最近 六個月及未來六個月無顯著差異，但對Diovan在未來六個月的使用數量則有顯著 增加。 / A successful brand will lead the consumer to link the brand knowledge and image becoming an associative network memory and drive this memory into consumer’s recognition, and then consumer will transfer the recognition into purchasing action and develop royalty to the brand. This can explain how “Brand Equity” influences consumer behavior and why it can create extra value to minimize competition. Many consumer products have confirmed "Brand Equity" influential power related to the consumers’ purchasing behavior; however, only few studies investigate the professional products, such as: medical products and those will go through "Surrogate-Mediated Shopper” purchasing patterns. Our study selected two prescription products with same therapeutic indications and both maintain leading position among all prescription drugs within pass five years to evaluate the relationship between brand equity and physician's prescription behavior. Our study findings are as follow： 1.“Brand Salience”、“Brand Performance” and “Brand Image ”give influences of physicians’ prescription behavior. Physician can distinguish both brands and will consider individual patient’s status to prescribe different brand. 2. Functional and experimental value of a brand will influence physician’s prescription behavior. In spite less than one year difference of launching time between “Diovan” and “Norvasc”, physician still recognized “Diovan” as a new product while “Norvasc” was a product had been widely used with good safety profile. 3. Physicians serve at different departments showing significant different “Brand Salience” conception of “Diovan”. Physician will depend on patients’ status to choice different anti-hypertensive drugs and “Diovan” is not always the first choice for all hypertensive patients. 4. Physicians have different service years showing significant divergent perception of “Brand Performance” of “Norvasc”. Physicians’ service periods less than 10 years demonstrate most positive recognition of “Norvasc” clinical therapeutic result. 5. Physicians are according to the quality、reliability and superiority of a brand to decide whether continuously using one drug or not. That means “Brand Judgment” is the key influence factor of physician prescription behavior. In addition, it also affected by symbolic value of the brand. 6. Facing two brands trade-off, physicians will base on "Brand Salience” to make decision in the current six months；however, in the future six months,"Brand Feeling” is another key factor that affect physicians’ behavior。Compare with current six months and future six months regarding of prescription quantity, we can find physician will increase prescription quantity of “Diovan” while will not change prescription quantity of “Norvasc”。

當今社會生活水準不斷提升，民眾對於吃下肚的食材要求，從量的滿足，轉為質的追求，尤其是關注衛生、健康、安全等因素。由此，大眾對於採買生鮮食材的直覺想法為親自上街挑選，經由眼看、鼻嗅、嘴嚐、手觸與食材近距離接觸，除去心理上的疑慮以及對生理上的安心。然而，近年來，網路代購消費模式迅速崛起，並以具有標準化製程的一般商品為主要代買項目，但隨著新加坡代購公司—Honestbee的成立，使非加工的生鮮食材也加入代購的行列。其主打使用者不須花太多時間成本來買菜，亦即不必親自出門，僅須透過滑動電子載具螢幕瀏覽生鮮食材圖片與下單預訂，此時生鮮代購員將至指定商店替使用者選購實體商品，並且快送至家中。而這一新興消費模式的出現，將習見的親臨實體市場購買轉變為代購員代理完成買菜大事，此打破民眾對採買生鮮食材需要親自挑選的想像。 據此，本研究試圖釐清消費者在無法親自接觸欲買商品時，會如何與Honestbee代購業者建立信任關係，並願意將手中的生鮮選購權交付於陌生的代購人員？而這一新興的採買模式與親自前往市場選購方式之間有著什麼樣的異同？對此，藉由深入訪談8位使用過Honestbee代購服務以及具有親臨實體市場（傳統菜市場、超級市場）購買生鮮食材經驗之消費者，並利用半結構式訪談題項掌握個別受訪者對於兩種採購方式的消費動機與體驗，再進一步探詢兩種消費過程中信任關係的建立與維持。由此，本研究發現，雖然受訪者對於兩種購買生鮮食材的動機以及獲得的消費體驗與感受皆有所不同，但產生於兩種消費過程中的信任關係則是具有相互交集的景象，並非獨立各自存在，其是呈現一種多向度的信任關係。因此，生鮮代購業者會建立與實體市場購物相同的信任要素，進而讓消費者能夠安心使用代購服務來獲取生鮮食材。 / In modern society, the living standard is improving. Quality is more important than quantity for the food requirements, especially the food safety. In Taiwan, even though supermarkets are everywhere, where chickens are deboned and packed, and food is certified; many housewives are still keen to visit the traditional markets to buy unprocessed chicken, or fresh vegetables which are shipped directly from the farms. With the rising of the company “Honestbee” in recent times, people don’t need to spend so much time visiting the traditional markets and supermarkets. Instead of going out, they can just buy various kinds of fresh food at home. This brand new consumption pattern has brought large change for the consumers. In this research, the trust relationships between the surrogate shopper and consumers have been discussed. Moreover, we also explored the differences between surrogate shopper and markets from the interviews of eight consumers who had experiences for using the services of “Honestbee”. In conclusion, we could find that whether surrogate shopper or markets, they have the same trust mechanism for the consumers, and make them feel at ease to buy fresh food.