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過去傢俱業的產業價值鏈，大多採取專業分工模式。近年來，傢俱業整體產業經營環境開始產生轉變，導致國內傢俱業的外銷市場受到嚴重威脅，更重要的是，隨傢俱產業逐漸走向高級化、精緻化及多樣化，傳統廉價大量生產模式的傢俱業，已漸漸被取代。因此，台灣傢俱業者已逐漸體認到技術整合與技術升級的重要性。近來許多傢俱業者開始紛紛從專業分工模式，轉為朝向上、下游整合的經營模式，從專注少樣多量轉為多樣少量的生產模式。個案公司在本身資源相對不足的情況下，再加上為了加速回應市場變化的速度，以及提高對消費者的服務價值，即藉由虛擬垂直整合模式，間接減少消費者交易成本，策略性的採取上、下游虛擬整合模式，提供全方位的整合性服務。本研究即探討個案公司如何架構更具彈性的新興商業模式，有效進行產業價值鏈的整合，架構一個整合各方資源的虛擬平台，維持經營彈性，同時探討虛擬垂直整合模式的可行性及成功要素。 / The value chain of furniture mostly appears professional job assignment in the past years. Recently, furniture industry changes in operating environment caused export market to be seriously threatened. Furniture industry had transferred mass production mode into sophistication and diversity. Therefore, Managers with furniture industry have become conscious that technology integration and upgrades are very importance. Besides, many managers transferred specialization mode into up-and downstream integrated business model. In this paper, the case company which is relative shortage of resources adopts up-and downstream integrated business model to provide total solution services in order to response to changes in the market. The paper discusses the issue of how to build up a new business model, integrate value chain and creative a resources pool of virtual platform. Finally, the feasibility and success factors of virtual vertical integration are also discussed.

本研究以宜家家居(IKEA)為研究對象，在台灣的社會文化脈絡下，探究其中包含的消費文化意涵。研究分為兩大部分，第一部分是整理宜家的消費特色；第二部分則是深入訪談不同社經背景的消費者對宜家的看法，並以布迪厄的概念工具對研究結果進行分析，最後針對兩部分的研究結果提出批判性的結論。 　　第一部分的研究乃是參照文獻與訪談宜家人員的結果，描述宜家的消費特色，以及宜家的台灣分店有何不同之處，藉此說明宜家此一消費場域的情況。第二部分則是以質性的深入訪談法，訪問十六位背景各異的台灣消費者，再以紮根理論精神的資料分析程序將訪問結果譯碼，並配合布迪厄的日常生活言行理論，分析出影響消費者對宜家觀感的慣習及資本因素為何。研究者除了以消費行為與文化意義兩個面向對宜家的消費現象提出討論之外，也提出個人的批判性關懷做為結論。 　　最後，研究結論認為，在本土文化力量薄弱的情況下，台灣的消費者未能發展出適合的認同，而隨著感性消費的趨勢起舞。在感性消費所訴諸的生活型態是仿自中產階級的情況下，台灣普遍存在著「跛腳的布爾喬亞人」-只有羨想，但缺乏行動。而這樣的情結，也穩固了既有中產階級的優勢社會結構。 　　另外，研究者也指出，關於夢想社會和感性消費的相關論述，有可能是一種為現存資本體制與國家合法性服務的再生產論述，身為知識分子，必須有所意識的看待這些來自於國外或國家體系提供的資訊。

近年來，互聯網及資訊通訊技術的發展使得買方和賣方之間的交流溝通更為通暢，交易成本降低，因此單純從事買賣中間業務的貿易公司的作用變得越來越小，其生存空間不斷縮小。國際貿易公司如果仍然只是接受國外訂單，組織國內貨源，進行出口交貨，這樣的代理角色必然會缺乏競爭力，並逐漸被市場淘汰。在傢俱行業之中，貿易公司也面臨著這樣的問題。 本研究從供應鏈整合、交易成本、服務創新等理論出發，結合傢俱行業貿易公司發展的實際情況，提出了一個新的傢俱行業貿易公司商業模型。新商業模型建議貿易公司進行客戶整合、供應商整合及內部整合，有助於公司降低交易成本、更好的服務客戶，提升原有服務品質並提供新的附加服務，增強貿易公司的競爭力及績效。 並且本研究使用一個實際的企業案例來說明該商業模型應用，通過實際的例子說明了該商業模型的運作方式，包括目標市場定位、經營業務、人員編製、營收估計及投資效益分析、風險及敏感性分析，同時也證明了該商業模型確實能夠為企業帶來效益增長與長遠發展。本研究具有理論意義及實踐意義。

產品服務系統的概念是在八十年代被提出,當時基於國際化導致各國產業日趨競爭,企業因而積極尋求更多的途徑來創造成長,而當時許多企業,如: IBM、Xerox 等,由原本的產品銷售事業逐漸 跨足服務的提供,這帶給這些企業許多市場競爭優勢,進而促使更 多不同產業的企業開始應用類似的策略實施。 有鑑於國內產業目前積極地推廣產品服務系統,以創造各個領域的產業升級,因此本研究以產品服務系統的供應鏈管理做為討論的核心,希望了解企業在產品服務系統的落實中,應如何應對這商 業模式的變化。對此,本研究採用個案研究法,首先透過文獻探討 以整理出研究的分析模型,再配合產品服務系統實施成功的國內傢 俱零售廠商做為研究個案,以進行調查。其中,分析模型主要由三個面向所構成,分別為下游供應網絡、焦點企業與上游供應網絡 , 並且在下游供應網絡的環節重點討論企業與顧客的互動模式,在焦 點企業的部分探討企業內部的管理措施,而在上游供應網絡探究企業與供應商的合作模式。 本研究發現產品服務系統的採行會直接地改變企業與顧客之間的互動關係,這促使企業必須與顧客進行密切的溝通,同時還需要積極獲取顧客的資訊。而由企業內部角度來看,則需要創造服務能力,調整績效管理模式,以及培養服務導向的組織文化。最後,企 業應與供應商應建立作業連結、資訊共享管道與誘因同盟,使彼此促成長期的合作關係,並讓整合方案能夠更效率地傳遞給顧客。 本研究透過實際案例的深入探討,了解到企業在執行產品服務系統的過程中,對於供應鏈採行了何種管理因應,其結果不但擴充 了“產品服務系統供應鏈”的理論探討,同時能夠也提供給未來相關領域的研究者與其他相關企業發展的參考。 / The concept of Product Service System (PPS) has been expanded since 1980s, when the globalization boosted the competition of various industries. Therefore, companies were longed to explore new business model to facilitate their performance within the market and at that period several companies (including IBM, Xerox) successfully obtained outstanding competitive advantages through providing service, which is derived from their product business, and formed the idea of PPS and Servitization. And so, more and more companies involve in PPS, hence PPS have already applied in numerous industries nowadays. Previously, Taiwan’s local market put a lot of emphasis on PPS, in order to promote upgrade in various industries. Therefore, this paper is aim to discover implementational insight of PSS in the perspective of supply chain management (SCM) and realize how should company responds, when facing the change of business model. In this case, this paper utilize case study methodology with analysis model, which is contrived by desk research on PPS supply chain related paper, and execute in-depth analysis on case study of local furniture retailer, which possess successfully experience in PPS. In this research, the analysis model is consisted with three major dimensions, that is upstream supply network, focal company and downstream supply network. In the aspect of upstream supply network will focus on the discussion of customer interaction, but when it comes to the aspect of focal company will put emphasis on inner management and last would be the dimension of downstream supply network with understanding of supplier relationship management in the background of PPS. The research results indicate that the application of PPS would bring direct change on the interrelationship of customer and focal company, this would cause the company to have frequent communication with customer and shall obtain customer information during interaction. And in the viewpoint of focal company, it should alter the performance evaluation model and acquire new ability of service and service-oriented culture. Last but the least, focal company should establish comprehensive operational linkages, information sharing methods and incentive alignment with supplier to deliver integrated solution to the customer efficiently. With in-depth case study, this paper unveils the SCM detail information of Servitization and the result is not only contributive toward the academic research of PPS, but also provides valuable insight for industry with further expansion on PPS.

中國經濟最近二、三十年一直保持高速增長的趨勢，尤其是2006至今中國股市的井噴式發展，為中國資本投資市場帶來巨大發展機遇的同時，也帶動了相關產業的發展，如家居零售業就存在著顯著的連動效應。一方面，持續的牛市給股民帶來了高收益，提高了潛在消費者的購買力；另一方面，投資市場的發展也為家居業融資提供了便利。但是，中國家居業市場現有的行銷通路策略，存在嚴重的趨同性，眾多廠家依靠幾乎雷同的通路策略進行著殘酷的零和博弈競爭。家俱工廠，都必須依靠幾家大規模的大型家具賣場通路為載體在裡面開店，方能順利行銷自己產品到客戶手上，家具工廠產品通常交由經銷商在各城市代理販售，或開自營店，若有家俱工廠和家具大賣場因為經銷商的資訊不對接，家俱工廠可能就會失去黃金店面，壓縮到自己生產的傢具品牌空間通路。近年中國火熱的零售通路家樂福、大潤發、沃爾馬，馬不停蹄的在中國展店分食上千億人民幣的量販銷售額，家居業能否藉由前述迥異的通路模式，並充分發揮工廠本身有的資源基礎與核心技術，進而探索出一種創新的行銷通路模式，為顧客創造更高的讓渡價值的同時，擺脫殘酷的紅海競爭，成為家居業競爭參與者面臨的一大挑戰。本文以傢俱工廠T公司為例，通過對其行銷通路策略的綜合系統分析，從傳統家居商場到零售通路的量販店中展店，探索出一套適合中國市場的行銷通路創新模式。 本文分六章，第一章是本文的緒論部分，介紹研究背景及意義，並對相關概念進行界定，提出本文的研究思路和方法，以及文章的結構安排和創新之處。在第二章中主要對資源基礎理論、藍海策略及創新理論等文獻進行了綜述，作為整篇文章的理論支柱。第三章介紹了中國零售業市場的發展概況，著重分析了中國市場量販店發展的情況，為後面提出行銷通路創新提供背景與動機。第四章分析了中國家居業市場現行的幾種主要的行銷通路模式，並綜合分析其特點。第五章以T公司為例提出為何開創新通路及其在中國市場行銷通路模式創新實務。第六章結論與建議。 / In last decade, China's economy kept growing at top speed. The booming stock market, while bringing the enormous opportunity for the Chinese capital market development, has driven the development of relevant industries too. The effect on furniture business is absolutely apparent. On one hand, the bullish stock market has brought high returns to stock holders, while raising the purchasing power of potential consumers. On the other hand, the development of capital market has offered the convenience to financing in furniture business too. However, the homogeneity and zero-sum game of marketing strategy in furniture business is serious enough to be a catastrophe to everyone concerned. In order to approach potential customers, the furniture factories must all rely on several sales channels of high market share to run their own shops inside. Furniture factories usually have their own distributors to promote their sales, or run their own shops. If there is information asymmetry between the furniture factories and sales channels, the furniture factories will encounter the possibility of the loss of shop presence and brand damage. In recent years, Carrefour, RT-Mart, and Wal-Mart develop their own sales channels in China at high speed in order to share the millions of dollars market. How to take advantage of the above-mentioned sales channels and leverage their own resources and core competence to create innovative sales channels, while offering higher value for the customers and getting rid of the cruel Red Sea competition is a challenge to the furniture factories and every participant concerned nowadays. This text takes furniture factory T Company as an example, through comprehensive and systematic marketing strategy analysis, and researches on T Company’s traditional sales channels and new sales channels within retailing chains, to explore a set of sales channels innovation model which is suitable for the Chinese market. This research consists of six chapters. Chapter one which is an introduction part mainly focuses on the basis of the selected title and related definition, introduces relevant concepts, ways of thinking and method studied, and last but not least recommends the thesis structure and its possible innovation. Chapter two is literature review and comment. Representative figures, relevant fields of the thesis and their research results are reviewed on a chronological basis, including several following respects: Resource-Base Theory, Blue Ocean Strategy, and Innovation Theory. Chapter three is the development overview of Chinese retailing business and also analyzes the development of hypermarkets in China emphatically in order to illustrate the background and motive for sales channels innovation. In Chapter four, this research analyzes existing models of sales channels and its characteristics of Chinese furniture business comprehensively. Chapter five takes T Company as an example and further elaborates its strategy and operation on the innovation of sales channels construction. Chapter six is the conclusion and follow-up study suggestion.