虛實整合商業模式及O2O模式等概念在市場上的應用不斷崛起，許多業者紛紛投入電商平台之經營，然在越來越多企業朝電子商務發展的同時，線上消費平台卻傳出一道警訊。目前，全球零售市場的規模在2016年約為22兆美元，其中，電商的份額僅佔了8.7%；即使到了2020年，7成以上市場份額仍由實體通路所把持，此現象催生了「全通路」時代的來臨。 許多人誤以為實體與網路是完全獨立的兩個世界，且兩個世界互相是此消彼長的，但其實不然。目前，實體店面與純電子商務單一的銷售模式已逐漸被打破且面臨僵固不前的窘境，而唯有打造全通路，落實虛實整合並打破通路間的界線，將兩邊的危機化為轉機才是突破現況的新解方。 「新零售革命」正在零售業者間展開，究竟如何同時經營實體店面與網路商店，並進行有效的虛實整合，對於純實體商店或純網路銷售商都是一大挑戰。而過去O2O模式相關文獻多聚焦於經營模式、商業策略上的改變，但在實務上如何實際應用以落實虛實整合仍未有所見。因此，本文將探討企業如何透過新興科技的導入來協助完善O2O模式之整合應用，並探究其行銷策略規劃以創造全通路之經營。 本文藉由瞭解所選擇之該產業極具代表性的實際企業個案騰訊以及燦坤，透過二者經營策略上的創新做法，來檢視其二運用Beacon技術於各市場階段的行銷策略決策，進而剖析管理者在運用物聯網產品於經營模式之思維，深入探究其對於虛實整合問題的見解與作法。 / Since The upgrading integration of Click and Mortar Business and O2O model, more and more companies tried to entry the online business. However, as an increasing number of enterprises got into the e-commerce, there came up a warning. The scale of the global retail market in 2016 was about 22 trillion US dollars, but the market shares of e-commerce only got 8.7%. Even by 2020, more than 70% of the market share will still hold by the physical channel, and this phenomenon let the “Omni-channel Retailing” idea showed up. Many people had mistaken the related worlds between the virtual and physical as completely independent. Actually, the only one side business model of physical store or e-commerce has been gradually broken, and the only way to create the new path is developing the omni-channel retailing method. To fully implement the click and mortar business model and break out the boundaries between the path, it’s the best cure for breakthrough the current situation. The "new retail revolution" is being launched between retailers, but how to operate the physical stores and the online stores simultaneously, it’s a big challenge for pure physical stores or online stores managers. Since past O2O model literatures were focus on the change of business model and business strategies, we haven’t seen the practical application to implement the click and mortar business method. Therefore, this paper will explore how enterprises improved the O2O model by importing new techs, and discovered its management of omni-channel retailing with marketing strategy. At last, by studying the innovative business strategy and the decision-making in each products stage of these two businesses Tencent and TSANN KUEN which selected in the industries. This paper will explore the thinking of the managers by using IOT products in their business model, and understand the insights of the click and mortar business model.

本研究依循Web 2.0內容平台的研究成果，探討在科技快速變遷之下，網路新創事業如何尋找創意靈感的源頭活水？如何以精實創業模式，節省時間與資源的浪費，透過社群經營找到商業模式創新的可能性，在競爭激烈的網路產業紅海中，快速搶占市場先機脫穎而出？ 首先，本研究針對過去許多學者在網路企業、虛擬社群、商業模式及精實創業等各理論的發展進行探討說明，接著以Eric Ries（2011）的精實創業理論與Steve Blank（2013）的精實創業三原則為研究主軸，融合Wheelwright and Clark（1994）的Design-build-test Cycle之Design Phase、Hagel Ш and Arthur G. Armstrong（1997）建立臨界數量會員的三大挑戰、Gary Hamel（2000）的事業經營模式，成為本研究分析架構的基礎。本研究採取探索性個案研究法，選取iCook愛料理及iPeen愛評網兩個企業個案，進行半結構式訪談，深入了解網路新創事業的起源、理念、發展與作法。 透過分析比較企業個案與文獻理論探討，本研究之發現如下： 一、新創事業的創意靈感來源，來自於對使用者的深入觀察及國外成功案例的啟發。創新商業模式的作法須以「企業價值主張」及「目標客群鎖定」為中心，透過「減法」方式建構最小可行方案，並融合國外創新成功因子及台灣在地文化，提升創新事業的新穎性及適地性。 二、建構虛擬社群的方式，須回歸於「產品功能介面」與「顧客使用經驗」的不斷優化，輔以知名品牌或關鍵人物的口碑宣傳，加速擴散行銷，並善用內容資產及消費者心理分析，加強產品的功能服務及客製化使用程度，以提升顧客對企業品牌的忠誠度。 三、以敏捷開發法創新商業模式，須由草根模式發展核心策略，適時參考顧客的回饋意見，不斷輸入外部知識以避免團隊核心僵化，進而加速產品開發週期循環，並藉由價值網絡的策略聯盟，累積企業的知名度與顧客流量，最後能以自身品牌資產主動創造合作網絡的價值。 最後依據結論提出網路新創事業在經營管理方面的建議，如下所述： 一、深度經營垂直性社群，輔以口碑行銷擴散社群廣度。 二、跨領域整合硬體、軟體、內容、服務各方優勢，創新商業模式的應用。 三、精實創業的過程，講求階段性開發的速度而非精準度，因此團隊成員的專業核心能力為成功的關鍵要素所在，配合顧客回饋意見及創新審核法的檢視，以薄創新的開發方式搶占市場先機。 / Based on the study results of Web2.0, this research attempted to explore how internet new businesses seek for inspiration in the era of rapid advancement of technologies? How can they discover the possibilities of inventing a new business model by taking community as the business center and seize the market in such a competitive network industries by employing the lean startup model to make good use of time and avoid wasting resources? First of all, this research aims at discussing the development of theories of internet enterprises, virtual communities, business models and the lean startup models put forward by scholars. Next, the basic structure of this research is formed by centering on The Lean Startup Model Theory (Eric Ries, 2011) and Three Principles of The Learn Startup Model (Steve Blank, 2013), and further integrates Design-build-test Cycle(Wheelwright and Clark, 1994), Three Challenges of Developing Critical Mass(Hagel Ш and Arthur G. Armstrong, 199) and Business Model Theory(Gary Hamel, 2000). This research adopted an exploratory case study method, where data was collected through semi-structured interviews with two enterprises—iCook and iPeen, to analyze and understand the origin, concepts, development and measures of innovative business network. After this study compared the analysis of the case study of the enterprises and reviewed literatures, the findings of this research are as follows. First, the inspiration of innovative businesses stem from closely studying targeted users and successful cases from overseas. Innovative business models should be “value-proposition-oriented” and “targeting-customer-oriented”, employ “subtraction” to develop a feasible plan and fuse successful elements of abroad cases and Taiwan culture into innovative business models to enhance the novelty and localization of innovative businesses. Second, the methods of establishing virtual communities should put emphasis on ceaselessly optimizing “product function interface” and “customer’s using experience”, cooperate with well-known brands or key men to promote products and marketing, make good use of content assets and customer psychology analyses, and intensify product function services and customization utilities to increase customer loyalty in business brands. Third, agile-development-based innovation business models should center A Grass Roots Model of Strategy Formation to develop core strategies, take customers’ feedback into consideration, and constantly instill external knowledge to avoid core rigidities to further accelerate product development cycle; through value network of strategic alliance, the enterprises accumulate corporate recognition and customer flow. Eventually ebterprises can establish their own brands to actively create the value of cooperative network. Finally, based on the conclusions, this research proposed three suggestions of management for the internet new business as below. First, deeply engage with vertical community and cooperate with word of mouth marketing to extent the span of community. Second, to integrate hardware, software, content and service interdisciplinarily in order to innovate the application of business model. Third, the process of The Lean Startup emphasized on the speed of phased development rather than accuracy. Therefore, the key success element is the professional skills of the entrepreneurial team members, with customer’s feedback and innovation accounting method of viewing the business in order to accelerate the development of innovation to seize market opportunities.