The convergence of traditional and electronic commerce practices is being driven by the need for businesses to keep up with the ever increasing competition of online retailing. This thesis aims to examine and analyze the possible benefits that may arise via the use and development of rapidly evolving mobile technology, through analyzing the benefits of each of the forms of commerce during outlined stages of retail process, in order to evaluate to what extend the benefits can be combined. The benefits of each form of commerce were studied by observing existing theories and validated as perceived benefits through consumer surveys and management interviews.The theoretical part of this thesis is based on academic literature in the subject of Traditional commerce, Electronic commerce and Mobile commerce. The empirical studies were conducted as both qualitative and quantitative research, with a consumer survey conducted with 350 students, as well as two interviews with managers of retail stores in Västerås, Sweden.Results of the analysis shows that Mobile commerce has a role to play in better combining the benefits of traditional and electronic commerce and results in a combined figure implementing the findings into a working model, which we have dubbed ‘the four I’s of commerce’. The results are aimed at aiding retail managers in determining whether or not to implement a revised business model including the aspect of mobile commerce.

This study aimed to explore the model of building new brand image by integrating case study method, internal manager interview, and external dealer interview. The main objectives of this study are: (1) Probing into the progress and the development stages of SARAI, (2) Exploring the manner of SARAI on using traditional marketing, internet marketing, and community marketing to build brand image, (3) Exploring how SARAI to use ¡¥clicks and mortar¡¦ to build brand image, (4) Making suggestion about the brand image building model of SARAI. This study finds that the advantage of cost and quality is the major drive of the progress of SARAI. Secondly, the way that SARAI using owner as brand endorser, makes benefits of higher customer trust, more brand topics, lower endorsement risk, and higher cost/value effect. Hence, the endorsement model of SARAI becomes the main source and core concept of the brand image building tools about traditional marketing, internet marketing, and community marketing. Thirdly, propaganda artifact, lecture, dealer/store clerk education are the main tools which could make direct influence to the brand image SARAI. Resulting from the sort time period of on-line date, internet and community marketing tools could not make great contribution to brand image yet. Finally, as a result of the strategic and operational consideration and trade-off, building brand image is the main facet of the ¡¥clicks and mortar¡¦ of SARAI. Suggestions are discussed in accordance with findings.

零售業的發展一直受到數位科技進步的影響，而有不同變化。起先因為網際網路的出現，使得部分店家得以藉由電子商務在網路上販售商品；實體店也開始藉由電子商務，提供消費者新的服務與體驗，於是虛實整合模式開始興起。近年來，除了網路普及外，智慧型手機使用率提升也帶動了新的零售模式—全通路零售。為了使消費者在不同通路之間，能夠有更好的消費體驗，零售業者開始以消費者為中心，企圖在任何消費者經常使用的媒體上，佈建通路。 現在比較成功的網路美妝零售業者，早期大多都是以平行輸入商品並且在拍賣網站販售起家。在2006年代前後美妝保養網路購物商店因競爭過於激烈，許多經營不善的店家紛紛退出網路市場，留在市場上的業者開始由虛擬世界跨足實體市場，開設實體店鋪。 本研究以虛實整合與全通路策略兩議題為主，探討網路起家的美妝通路—小三美日之經營作法。小三美日2006年成立於拍賣網站，2009年轉型為以採購小品牌但具流行性的獨特商品為主，2012年開設實體店鋪正式進入虛實整合模式，對於未來的規劃則希望持續邁向全通路零售的模式。 為了進入虛實整合模式，小三美日導入ERP系統，在開設實體店後可與虛擬商店更緊密的聯結在一起，同時也運用數據分析降低庫存積壓，也積極經營與消費者的關係，建立其對於品牌的信任與忠誠。而這些作法，不管是在市場面、成本面或是品牌行銷面，都獲得了正向的結果。針對全通路策略，本研究藉由學者的模型判斷，小三美日已初步符合產業觀點與消費者觀點中的全通路零售，而在其作法上，將統整出現階段已能符合全通路策略需求的項目與未來待改進的方向。 / The development of retailing industry has been influenced by the technology. As Internet came out, some of the retailer can start selling goods online, and so do the physic stores. The physic stores use digital ways, such as e-commerce, to provide their customer new services and shopping experiences. Nowadays, the extension of the use of smartphones force retailer to be more and more consumer oriented, they try to let consumers shop at any channel become possible, which called Omni-channel retailing. Around 2006, a lot of online Beauty Care retailers left the market because of fierce competition. Some players, who started their business on auction website and sold parallel import goods, stayed in the market and implemented Online-to-offline (or clicks-and-mortar) strategy. They built physic stores. This thesis will be aimed at clicks-and-mortar model and Omni-channel strategy, and choose “S3 (小三美日)” as the research target. “S3” was established on auction website in 2006, started clicks-and-mortar model since 2012, and plan to become Omni-channel retailer in the nearly future. To implement clicks-and-mortar model, S3 implement ERP system, analyze data and manage the relationships with customers, etc. All these practices have positive results in three aspect, market size, cost benefits and brand image. S3, who plans to become an Omni-channel retailer, has made a lot of efforts to implement Omni-channel strategy. Therefore, this thesis will examine the practices according to Omni-channel strategy model and give advices for improvement.

In the field of consumer goods the ecommerce industry has been growing rapidly. This rapid growth has created significant pressure on traditional retailers forcing them to institute change or risk being removed from the market. The primary objective of this study was to examine the shopping behavior of Umeå inhabitants in the Retail vs. Online Channels of the clothing sector. The goal was to identify key decision factors that cause consumers to choose a specific purchasing channel and use this information to create and test a conceptual model. The model focused on five decision factors including: (1) Loyalty (online, retail), (2) Physical Product, (3) Price, (4) Promotion, and (5) Convenience. We were also were interested in whether IT affinity (level of Internet browsing experience) had a direct relationship to the decision factors. To satisfy our research objective a deductive quantitative method was chosen. Information was tested in the form of a self-completion survey using a sample taken from 113 Umeå, Sweden residents between the ages of 18-29. This age group was specifically chosen, as almost 90% made purchases within a 4-month period (HUI, 2012 p.6). In the final analysis we concluded that all five decision factors in the Online Channel correlated whether positively or negatively, i.e., in some manner affected the final purchasing decision. The decision factors Loyalty Online, Promotion, and Physical Product were the strongest factors influencing the decision to purchase online. Price and IT Affinity correlated with Convenience, which in turn, correlated with Promotion, a decision factor contributing to online purchasing. Physical Product negatively correlated. Regarding the Retail Channel, the Physical Product was the strongest and only significant decision factor correlating positively to retail purchasing. With this understanding we conclude to a certain extent that consumers with a strong desire to try a physical product need other motivational factors to change channels toward online purchasing. Research on a larger scale would provide additional insight in this rapidly growing and interesting market.

近年來，電子商務產業蓬勃發展，隨著網路購物逐漸普及，購物網站變得更加多元。各家平台除了增加產品品類，也開始著重服務流程。PChome率先推出24H專區，主打下單後24H到貨，隨後，閃電購物ASAP主打台北市3小時到貨，使網路購物平台開啟「速度戰」。物流與金流的相互配合下，網路購物使實體零售業者面臨直接而強大的威脅，實體零售業者紛紛開始轉型，或是成立自家購物網站。本研究將著重在實體零售業者如何在電子商務爆炸的環境中另尋出路，以家電零售通路－燦坤作為研究對象，深入研究燦坤如何整合物流與服務打造「燦坤快3」，從實體零售通路跨入線上購物，並成為台灣最大家用電器零售通路。 燦坤實業以小家電代工起家，進入3C零售通路業一路快速成長，於2004年進入虛擬通路，燦坤實業以「實體通路為核心優勢」發展平台策略，將實體門市的資源運用在網路店，兩方互補以達集團綜效。燦坤網路店運用數位行銷吸引早期第一波平台用戶，持續累積用戶數量達到平台引爆點，網路店的成長動能為提供消費者具競爭力的價格與難以取代的服務，鼓勵消費者在線上直接下單，取得在實體門市購買商品一樣的服務。若以網路店為中心，實體門市所扮演的角色是提供線下服務；若以實體門市為中心，網路店所扮演的角色則是一條全年無休的通路。經過十年的經營，2014年營收為15億，占燦坤年營收的7%。燦坤實業為同業中第一個跟著大環境進行變革的企業，成功掌握「實體門市為核心優勢」的營運策略，把消費者由線下帶至線上，再由線上帶至線下，打造3C零售通路生態圈。 / In recent years, e-commerce industry is prospering. Online shopping stores became more diverse than before, not only product category increased but also began to focus on service. PChome pioneered 24H arrival shipping strategy, then the other competitor ASAP also provided 3hr arrival service, the online shopping market started “speed war”. The mutual cooperation of logistics and cash flow make entity retailers face immediate and powerful threat, retailers have to make the transition, or set up their own shopping website. In addition to the physical channels, virtual channels especially e-commerce are new and popular marketing channel in the recent years. Because there are different advantages and disadvantages of physical channels and virtual channels, clicks-and-mortar model which integrates physical and virtual channels, combined the different characteristics and advantages is advanced. This study will focus on how a appliances retailer - Tsannkuen to find a new way of e-commerce and do the click-and-mortar model which integrates physical and virtual channels. Especially how to integrate logistics and services between Tsannkuen and Tsannkuen kuai3 which became Taiwan's largest household appliances retail virtual channel.

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.