摘要 進口流行服飾零售在過去十年已經是台灣年輕人間創業的趨勢。因為1990年代開始韓國文化在全球風行，對韓國流行服飾的供給與需求均大幅增加。另一方面，自2008年開始的全球經濟危機造成的低薪與失業問題更影響大批年輕人。他們之中許多人選擇自行創業，而因為較低的進入門檻，進口流行服飾的零售業成為主要的選項。 激烈的競爭造成了零售價降低以及仿冒品、次級品的問題，這些問題也惡化了這些新創立事業營運上的壓力，特別是在現金流和銷售量兩方面。這些年輕人會選擇創立這樣的零售業務正因他們本身缺乏資源，所以在極早期做出合適的行銷策略選擇，將非常的關鍵。 現今的管理理論多針對如何管理已經存在的企業或針對那些手中已有些許資源的企業家探討如何進行資源配置。這些理論中討論創立新事業的策略部分卻很少。我們發現邱志聖（2014）提出的4C策略行銷架構可以提供解決之道，能幫助這些年輕創業者選擇創業的適當策略。 透過4C策略行銷架構分析，我們發現，當進口流行服飾零售業者採用實體店面銷售的方式時，會比採用網路行銷更有機會降低顧客的交易成本。這些成本不只是價格，還包括了外顯效益成本，資訊搜尋成本，道德危機成本，以及專屬資產成本。 在我們的研究中，我們也認知到包曼（2003）提出的「自媒體」觀念可以將業務營運帶向另外一條新的道路。不管是實體店面或是網路銷售的經營者都可以藉由經營本身的「自媒體」來降低交易成本。我們相信，「自媒體」透過改善經營者的4C策略行銷架構，將對未來產生顛覆性的改變。 / Abstract Imported fashion retailer has already been a trend of newly startups among young people in the past decade in Taiwan. Because the increase in global popularity of South Korean culture since the 1990s, both the supply and demand on Korean fashion clothing are increasing dramatically. On the other hand, low wages and unemployment affected lots of young in Taiwan due to global economic crisis since 2008. Many of them chose to start their own business and imported fashion retailer is a major option due to its low barriers to entry. Tough competition leads to low retail price and problems on counterfeit and substandard goods, which also exacerbates the stress on running business of these newly startups, especially on their cash flow and sales. These young entrepreneurs chose to start their retail business due to their lack of resources, so it is critical to make the suitable selection of their marketing strategies in the very beginning. Management theories nowadays paid lots attention on how to manage an existed corporate or how to distribute the resources for those entrepreneurs who already owned some. The literatures on theories regarding strategies to start a new business are disproportionately low. We noticed the 4C Strategic Marketing Analysis (Chiou, 2014) might provide a solution to that, helping these young entrepreneurs to choose a proper strategy starting their own business. Through 4C Strategic Marketing Analysis, we discovered, if imported fashion retailers choose to sell through a retail store rather than online business, they will have better chances to reduce the transaction costs of their customers. And those costs included not only the price, but cost of utility, cost of information search, cost of moral hazard and cost of asset specificity. During our research, we also acknowledged “We Media” (Bowman, 2003) may lead to a new way to run business. Both retail storeowners and online business owner could reduce their transaction costs by running their own “We Media”. We believe, “We Media” might be a game changer through its improvement on the 4Cs of marketing exchange.

近年來，由於行動科技的盛行以及共享經濟的浪潮之下，有越來越多企業改變了以往的商業模式，從傳統的加工製造，轉向媒合產業中的供給和需求，銷售有形的產品和硬體設備不再是其主要的獲利來源，共享型的平台企業開始大量在市場中出現，企業開始透過提供媒合供需的服務，轉型成為共享型的平台企業。 雖然共享型的平台企業開始大量在市場中出現，但真正能夠成功並且持續成長的卻少之又少，因此，本研究以目前全球最大的出租私人房屋平台Airbnb，以及中國相應失敗案例愛日租等兩家具有經營與流量規模的共享型平台企業做為研究個案，以策略行銷4C架構來分析，在其創業初期雙邊市場群體所面對的交易成本，並探討兩家個案在經營上採用的相異行銷策略產生的4C正向循環以及負向循環。 最後，本研究給予即將發展共享型平台企業之新創事業及中小型企業未來策略發展方向，在發展初期，平台企業若仿效愛日租個案在極短期內透入大量資金完全複製其他成功個案的商業模式是存在失敗風險的，應該效仿Airbnb長期動態的分階段、分項解決行銷交換成本，建立一個正向的4C循環，將雙邊市場群體皆突破用戶臨界數量，以觸發網路效應，以幫助其在有限的資源之中達到有效快速的成長。 / Recently, due to the advanced internet technology and the trend of sharing economy, more and more company has changed their usual business model, from the traditional manufacturing to the service of gathering demands and supplies. Selling the tangible products and equipment is no longer the main source of profit. More and more sharing platform companies have appeared in the market and the business has transformed its business model by degrees. Although there are more and more sharing platform companies emerge in the market, very few company can maintain the growth. This study takes the largest global house-renting platform, Airbnb, and the corresponding platform, Airizu, for comparison. And use the 4C framework to identify the transaction costs that the sharing platform companies and the bilateral party faced and further discover the different strategies used by the two cases. Finally, this study provides the sharing platform companies some recommending strategy of future development. For those startups in the very beginning stage, if the platform companies go for the strategy that Airizu took, by throwing in capitals to copy the entire business model from others, it will undertake huge financial risks, and on the other hand, if the platform companies go for the strategy that Airbnb took, by solving the transaction costs step by step in the long term, it will have better chance to get a 4C positive cycle. To not only raise the number of users from the bilateral parties to reach the network effect, but also help the company to achieve great success within limited resources.

本次採取個案研究方式，針對一家經營堅果原料出口貿易的中間商，藉著全球強勁的買方需求開始進入堅果原料市場。此公司座落在原料的產地，容易取得第一手的價格與產業情報，讓他們擁有資訊不對稱的優勢，來進行原料的銷售。 針對該中間商從銷售基本單位、銷售八大步驟、採購小組中心、4C架構、垂直整合等五個方式進行探討。此中間商成功進入台灣堅果原料供應鏈，主要在於能與上游供應鏈簽訂短期商品合約，保有原料價格的競爭力，並且能在其他競爭對手無原料時，適時提供客戶商品。在開發台灣市場發展的前期，由堅果原料供應鏈的下游開始，一路往上游尋找台灣的潛在客戶。此中間商取得下游廠商的信任後，運用彼此的關係取得上游買家的信任，加快銷售程序，以及減少採購單位的疑慮。個案中，該中間商曾試著透過策略聯盟的方式，與台灣小型網購業者進行堅果銷售，最後卻以失敗收場。 實際訪談個案公司與蒐集資料後，透過理論架構分析發現，一家企業公司要進入市場的前期，若花費精神調查供應鏈的結構來發掘潛在買家對象，且瞭解實際的需求與市場的競爭狀況後，再借助企業本身優勢，可成功取得代表性的客戶，容易成為此供應鏈的一員。但，隨著外部環境改變，企業的優勢是否會跟著改變，也是其個案企業未來尚須解決的議題。 / This research takes a tree nut exporting company, the Z Company, as case study to evaluate how the company took advantage of both strong international tree nut raw material demand and first-hand industrial and price information to enter the tree nut exporting industry. By facilitating its location advantage, which the company is located in the tree nut farm, the Z Company is able to hold first-hand information to create information asymmetry as advantage to sell the tree nut raw material. In the beginning stage in developing Taiwanese market, Z Company started and earned trusts from customers located in downstream tree nuts supply chain, and then took further steps to move upstream by exploiting the established trusts as references to gain trusts from the customers located in the upper stream of the supply chain. By doing so, Z Company was able to speed up the purchasing process and minimize the doubts for purchasing managers. In addition to this, Z Company also formed strategic alliance with a small Taiwanese online store to penetrate the market but did not receive much result. This research uses the concepts of basic sales unit, 8 steps to establish sales and customer relationship management, 4C framework of strategic marketing, and vertical integration to evaluate the developing path of Z Company. The research found that the reason why Z Company can successfully enter the tree nuts supply chain in Taiwan is that Z Company is able to sign shirt-term merchandise supply contract with the suppliers to ensure the competitiveness in price and secure the product supply, while on the other hand offers timely supply of material to the customers when other competitors fail to fulfill the product demand. This research discovered that in the beginning stage of market entry, it is ideal to utilize the company’s resources to discover who the potential buyers are and what the real market demand and the degree of competitiveness is. Then, the company should take its interior strength to acquire customers with industry influence as representative case so that it can easily become one of the members in the supply chain. However, as the external environment changes, the company’s advantages in the industry are very likely to change as well, therefore how to respond to such change will be the future development issue for the company.

電子產業為台灣主流產業，相關化學品使用量很大，過去多仰賴國外進口，是台灣傳統化學化工產業可用以轉型並切入的利基點。但台灣電子產業製造廠對本土化學材料供應商卻信心不足，有時根本連上線測試的機會都沒有。D公司是作者曾經任職的電子化學材料公司，也是A光電公司(LCD面板製造商)與E化學公司合資的公司，A公司的策略考量為掌握面板的上游原物料，E公司之策略則為穩定下游產品出海口。A光電公司知道要做什麼樣的產品，E化學公司則在過去累積了許多特用化學品的專業知識，所以D公司事實上是所謂know-what and know-how的結合，是電子化學材料公司轉型成功的一個案例。 本研究為導入邱志聖（2014）的4C架構，並分析D公司如何以產業的後進者，卻能克服日本競爭者的先行者優勢，而成功的關鍵點，並以此作為後續其他進入此領域或相類似產業公司的參考。藉由D公司與此產業主要競爭對手日本化學材料公司的4C比較分析可以看出，外顯單位效益成本涵蓋範圍廣，大家各有勝負，很難點出問題的核心及思考解決的策略；又日本化學材料公司的道德危機成本低於D公司，很難立即改變；但D公司的資訊交易成本比日本競爭者低(因為客戶A公司是同集團公司)。這也許是一個很好的切入點，所以D材料公司的行銷策略方向與順序為先利用降低交易成本的方式(與客戶建立合資公司)，進而提升技術與成本降低等外顯單位效益成本的競爭力，並藉著產品導入的機會與實績，逐漸提升與建立聲譽(降低道德危機成本)，再利用時機點的掌握與對手的可能犯錯，有策略的解決及導入有高替換成本的產品，最後再以此更強化道德危機成本。 本研究案例可提供傳統化工公司轉型之行銷策略參考，亦可適用於其他行銷門檻較高的產業。 / The electronic industry is one of the major industries in Taiwan. The chemicals consumption in this industry are huge and most imported from abroad. This could be the right industry or relative new area that the traditional chemical company in Taiwan can transform to. “D” company is a joint venture of “A” optoelectronic company (LCD panel maker) and “E” chemical company. “A” company knows the electronic products and technology trend, while “E” chemical has experience and professional knowhow in specialty chemical domain. “D” company possesses the knowledge of “know-what” and “know-how”, and is a successful chemical company in electronic industry. This study introduced the “4C Framework of Strategic Marketing Analysis” (Chiou 2014) and analyzed the key points that how the “D” company can succeed as a latecomer in the electronic chemical industry. By means of 4C analysis, it is clear to identify that the C2 (cost of information search) in “D” company is much lower than competitors due to belonging to the same group with major customer. By this, “D” company has the platform and advantages to further reduce the cost of utilities, such as technology learning curve and cost structure. By successfully introducing the products to customer one by one and build-up the credibility and reputation step by step, this can reduce the cost of moral hazard. However, the cost of asset specific is difficult to overcome. Sometime it needs to wait for the opportunity and/or the mistakes made by the competitors. With the overcome of cost of asset specific can bring more credit and reputation to further reduce the cost of moral hazard. This case study can be applied as the reference of strategic marketing analysis for transformation of traditional chemical company to electronic chemical company. It is also suitable in the area with high marketing barrier.

隨著web2.0的時代到來，很多基於互聯網的產品也發展迅速。分享性視頻網站YouTube誕生之後，中國大陸也開始了網絡視頻的發展。然而視頻網站在2006-2007年爆發式出現之後，又相繼沒落，真正能夠留下來並且流量大幅成長、甚至盈利的網站並不多。本研究以先進者樂視網，後進者優酷網為研究個案，以策略行銷4C架構來分析作為中國大陸視頻網站的先進者和後進者建立了哪方面的優勢從而在市場中立足，並且這些優勢是通過什麼樣的策略建立起來並可以支撐網站成為其核心競爭優勢。最終，本研究通過分析先進者樂視網和後進者優酷網兩家成功企業所建立的交換成本找到了其建立的核心優勢，並給出了視頻網站成立之後的實務建議。 / With the advent of web2.0, many Internet-based products are growing rapidly. After the birth of the sharing of video sites YouTube, mainland China also began the development of online video site. However, only few video sites can survive in the competitive market and grow successfully. This study examines the competitive advantage of the first mover, Letv and the late mover, Youku, based on the 4C framework. It also explore what kinds of strategies that the two video sites deploy to develop their core competitive advantages. In the end, the study finds the core advantage of the establishment of the two companies by analyzing the exchange cost established, and gives the practical suggestions after the establishment of the video website.

本研究在探討專案經理管理專案逐步完善的過程 (Progressive Elaboration)中，面對接踵而來的專案變更 (Change) 以及不確定性 (Uncertainty)，如何能以客戶觀點來看待專案管理的利害得失 ( Advantage / Disadvantage / Gain / Lost )，滿足客戶需求以創造客戶價值。 本研究認為專案管理的重點在於專案變更管理。藉由策略行銷4C架構的思維，將能有效彌補專案經理在企管知識與經驗上落差，將專案管理的重點聚焦在客戶關心的專案管理重點上，透過行銷交換上四個成本問題的解決，來為客戶與專案創造價值。本研究透過以客戶與專案經理的不同觀點來回顧與檢討兩個實務個案，建議在管理專案時以策略行銷4C架構思維作為和客戶溝通的思考架構，聚焦於如何兼顧三重限制下，把專案管理的價值提升到同時滿足專案與商業的成功。換言之，藉由行銷交換四大成本問題的解決來“作對的事”(Do the right thing)以滿足客戶的期望，而讓專案管理方法論聚焦於專案管理團隊如何管理專案，來解決“把事作對”(Do the thing right) 的問題。

隨著網際網路快速更迭，電子商務也越趨蓬勃發展，2015在全球B2C電子商務貿易市場中，中國以6170億美元的規模高居榜首，領先於美國和英國。電商平台競爭越來越激烈的狀況下，中國的阿里巴巴集團在2009年以青少年間的次文化「光棍節」做為節慶主題，打造「雙十一」人造網購節慶，引起了廣大討論。在2013年雙十一成為全球最大的人造網購節日，最新2016年數據雙十一全日網站成交金額達200億美金，大幅領先網路星期一的30.7億美元和黑色星期五的27.4億美元。 由於雙十一的成功，激起中國各大電商平台群起效尤，紛紛地推出各式五花八門的網購節慶。然而過多的人造網購節慶，卻容易模糊消費者的注意力，導致人造節的失敗。為了更深入了解人造網購節慶其成功的關鍵因素，本研究欲個案研究的方式，分析全球最大的人造網購節慶「雙十一」，並以其主要競爭者京東商城推出的「六一八」做比對，套用策略行銷4C架構來深入研究與比較，歸納兩個案節慶知曉度明顯落差之因素，並提出實務的建議供未來有意造的業者參考。 根據本研究分析，天貓雙十一及京東六一八在C1至C3部分皆有下降。然而在C4部份，天貓成功地在買者心中建立平台與節慶的關聯性，建立了促銷相關專屬資產及品牌相關專屬資產，創造4C良性循環，極大化節慶行銷的價值。然而京東六一八的節慶意涵未能打動人心，且持續改變內涵造成形象模糊性，未能創造出品牌相關專屬資產，C4資產專屬性不足，使得整個4C循環力度較弱，節慶的影響力也受到侷限。 / Thanks to the advancement of Internet, E-commerce has become a big business. China is by far the largest market for business to consumer (B2C) e-commerce, with combined sales of over US$617 billion in 2015, ahead the United States and the United Kingdom. In 2009, Alibaba began using youth subculture “Single Day:1111(Double 11)” to promote discounts at retailers on its e-commerce platforms, which storming the online shopping for the very first time. Since 2013, Double 11 has become the biggest online shopping festival in the world. The latest data showed that Double 11 was officially called to come at US$20 billion in 2016, easily eclipsing the US$2.74 billion and US$3.07 billion respectively generated online during the Black Friday and Cyber Monday. Owing to the success of Double 11, aroused the other e-commerce competitors’ interest to launch all kinds of "made-up shopping festival". However, excessive shopping holidays defocused customer attention and led to failure. In order to discover the key factors that make online shopping festival successful and give some marketing strategy suggestion, this study examines the world’s biggest online shopping festival “Double 11” and its main competitor “JD.com 618” through the 4C framework. And this study identifies the reason which caused the awareness differentiation. According to the analysis results, both “T-mall Double 11” and “JD.com 618” decrease the cost of C1, C2 and C3. For the C4, T-mall successfully builds strong connection between T-mall and the festival, created not only the promotion related specific asset, but also brand related specific asset. It generates a 4C positive cycle and maximizes the strength of festival marketing. However, JD.com fails to create brand related specific asset, only generates a weak 4C cycle. Therefore, the awareness of 618 is far less than double 11.