Background: The development of the O2O market in China has been increasingly growing and will remain a steady growth in 2017 (iiMedia Research, 2016), but it is still an ambiguous phenomenon in the academic world and lack of relevant research, especially the influential factors to customer experience in the O2O business model. Research question: What factors affect customer experience in China in the context of O2O business? Purpose: The primary objective of this paper is to examine the influential factors of the customer experience in the context of O2O context, especially to the Chinese customers in the online travel industry. The purpose is to contribute to theoretical development on this topic. Method: The research is a quantitative study with deductive reasoning which was carried out by the survey. The data collection was conducted through online questionnaires. Conclusion: The findings of this study show that all five variables (reference group influence, perceived ease-of-use, sensory experience, brand association and spatial accessibility) are positively influential to Chinese customer experience in the context of O2O business. Perceived ease-of-use and Sensory experience are the most dominant influential factors followed by the Reference group influence and Spatial accessibility. The Brand association impacts customer O2O experience least.

在行動寬頻、雲端及網際網路等產業的帶動下，全球行動裝置如智慧型手機及平板電腦蓬勃發展，其衍生之行動經濟及應用更為全球經濟成長帶來高度動能。在連網裝置逐年成長之下，物聯網產業應運而生，而其中感測器技術更為物聯網基礎建設中最為核心的關鍵項目。繼蘋果於西元2013年WWDC大會發佈iBeacon技術後，全球零售業掀起微定位熱潮，而Forbes更預估企業利用Beacon搭配APP蒐集消費者資訊為未來物聯網重要趨勢之一。在實體零售店逐漸「展示店化」趨勢下，如何藉由ICT科技、物聯網技術、行動裝置應用來加強與消費者間的連結及提升購物體驗，為實體零售業者急需面對的課題。 本論文研究主要的目的在於探討Beacon於台灣零售業者燦坤的創新擴散歷程，以及使Beacon能夠於燦坤導入每階段快速擴散的關鍵因素，而其中以創新擴散模型之認知、說服、決策、實行、確認五階段構面進行研究與分析。此外，更探討燦坤如何運用Beacon進行O2O虛實整合。 本研究所得到的主要結論包括：(1)在創新擴散的流程中，擁有與導入科技相關的組織團隊背景以及根據創新需求調整組織架構，為Beacon於燦坤之認知階段中能夠快速擴散的關鍵因素。(2)在創新擴散的流程中，鼓勵創新的企業文化為Beacon於燦坤之說服階段中能夠快速擴散的關鍵因素。(3)在創新擴散的流程中，將非核心能力專案外包以及對於外包廠商的選擇，為Beacon於燦坤之決策階段中能夠快速擴散的關鍵因素。(4)在創新擴散的流程中，高階主管對於專案的參與支持以及選擇場域面積、營業額、人流數較大的門市進行首波產品曝光測試，為Beacon於燦坤之實行階段中能夠快速擴散的關鍵因素。(5)在創新擴散的流程中，進行產品的成效評估和顧客滿意度調查，以及尋求產品穩定的獲利模式來源，為Beacon於燦坤之確認階段中能夠快速擴散的關鍵因素。(6)燦坤以Beacon為技術核心打造燦坤黃金傳說APP，以門市尋寶及APP推播的方式，連結燦坤3C實體門市及快3網路商城，使虛實能夠結合及互利。本文最後並提出對於實務上及後續研究的建議。

O2O 是一個嶄新的商業模式，透過網路上的服務提供導引線上消費者到線下店面進行消費或是取用實體服務。在近年，O2O迅速成為眾企業討論的話題。除了知名零售和電子商務企業，O2O商業模式以在各行各業中逐漸發展，舉例來說，知名零售業的Walmart和Target; 服飾業的Uniqlo和GAP; 配件-眼鏡的Warby Parker和餐飲業麥當勞和Instacart。業界充滿林林種種的實際個案，但學術上卻缺乏完整的研究來說明O2O的現況，我們不了解O2O的定義和範圍，甚至對於企業來說，到底該如何成功地實現O2O的精華。此篇研究的目的是希望能提供企業更具體了解O2O的概觀，並可以檢視在規劃一個O2O專案的發展需要有哪些關鍵成功因素。 基於之前少數的文獻和大量從網路、報章雜誌所蒐集的業界個案，我們的研究透過這些資料蒐集分為兩階段研究。第一階段，根據蒐集的資料，我們建立五種型態的O2O 商業模式 –(1) Commerce O2O; (2) Try-on O2O; (3) Promotional O2O; (4) Experience O2O; and (5) Crowdsourcing O2O。我們專注在promotional O2O的五家在台灣企業的個案研究。第二階段，根據文獻我們先定義出可能的關鍵成功因素列表，再舉辦深入的企業訪談，透過訪談的方式來驗證並修改原本的關鍵成功因素列表，為3個分類-(1)4個技術關鍵成功因素: 系統操作友善, User Interface 設計, 精確的定位, 穩定的IT系統承載的能力;(2)5個管理關鍵成功因素-管理者支持, 客戶關係管理, 使用者參與方案設計, 專案執行的高貫徹度, 專案的監控管理追蹤;(3)4個組織關鍵成功因素-完整的人員訓練, 線上線下的流程無縫整合, 不斷創新與思考方向, 明確的專案目標。最後，我們希望這篇研究可以幫助企業更了解O2O商業模式，並且幫助他們有效的發展O2O專案。 / Online-to-Offline (O2O), a brand-new business model that drives online visitors to purchase in-store by offering services online, has received a great deal of attention. In addition to well-known retailers and ecommerce businesses, the O2O business model has been adopted by companies across a variety of industries, such as Target and Macy's in retailing, GAP and Uniqlo in apparel, Warby Parker in accessories and McDonald’s and Instacart in food. However, less attention has been paid in the literature to the clear definition and scope of both online and offline businesses in the O2O business model, and there is limited understanding of how to build a successful O2O project. The objective of this study is to organize comprehensive information for the O2O business model and to examine the critical success factors (CSFs) for building O2O business models. Based on the literature and case studies of the O2O business model, this study builds a framework for data collection and is conducted in two stages. First, we build a preliminary finding regarding the five major types of O2O business models—(1) Commerce O2O; (2) Try-on O2O; (3) Promotional O2O; (4) Experience O2O; and (5) Crowdsourcing O2O—based on the literature and more than 50 practical cases and select five promotional O2O companies in Taiwan as our focus. Second, we conduct an in-depth case study on selected cases related to possible CSFs for successful O2O implementation. The critical success factors (CSFs) for building O2O business models are–(1) Four factors of technological dimension- User Interface design, Ease of use application, Accurately located function and IT load balancing capability; (2) Five factors of management dimension- Management support, Good CRM system, Strategic execution capability, Actively involve end users in solution design and Measure, monitor, and track; (3) Four factors of organization dimension- Complete staff training, Seamless the process of online and offline channels, Reinvent the company's future and Establish a clear project goal. The research results not only provide a complete O2O overview but also verify and enhance the list of CSFs for building O2O business models. It is hoped that we can gain a better understanding of the O2O business model from these cases and thus help companies develop effective plans for building O2O projects.

繼網路創業後，近年來可以看到以行動應用創業的案例越來越多，而之中又以整合虛實通路的O2O (Online to Offline，線上至線下的通路模式)模式更為熱門。過去由於虛擬通路的盛行，造就了電子商務的快速發展，也因而使得消費資訊傳遞得更加快速。在這樣的情況下，企業的策略與經營模式也不斷地調整，電子商務方面則產生了很大的變化，原本只著重於經營虛擬通路的企業，開始反向經營實體通路，而原本只經營實體通路的企業，則開始經營起虛擬通路。 本論文研究主要的目的在於探討台灣新創公司如何經營O2O的模式，本研究以核心資源、營運範疇、事業網路等三構面，探討三家新創公司（食我餐飲顧問公司、百迪爾資訊公司、呼叫師傅公司）O2O方面的經營策略，並藉由第四構面-價值創造，探究該等公司在O2O服務上所創造的價值。 本研究所得到的主要結論包括：(1)新創公司在O2O的初期經營上，會著重於需求端。(2)新創公司在經營O2O的業務推廣上，會尋求外部資源的協助。(3)新創公司在經營O2O的服務品質控管上，會透過廠商篩選機制的建立以及與廠商的合約來加以強化。(4)新創公司在O2O的經營上，會透過在地資訊的即時提供來提高使用者採用O2O平台的意願。本文最後並提出實務上的意涵與後續研究的建議。 / Since the trend of running businesses on the Internet started to foster, we could see that there are more and more cases taking portable devices as the core of their business. Besides, the Online to Offline (O2O) business model of using the clicks-and-mortar channel might be one of the most popular choices. In the past, due to the prevailing of virtual channel, it did make e-commerce to be in vogue, and also help consuming information to transact more rapidly. In this kind of situations, the business strategies and business models of enterprises also kept on making adjustments to follow the flow. As for e-commerce, it did resulted in huge changes. For those enterprises who used to concentrate on virtual channels, they started the business of physical channels; those enterprises who only aiming at running physical channels started to explore the area of virtual channels. The main purpose of the study is to discuss about how those Taiwanese start-up companies operate O2O business. Moreover, the study takes core resources, operating area and business networks to view the O2O business strategies of three start-up companies. Also, by using value creation, the study wants to understand the value created by the O2O business of those companies. After the research of the issues above, the study came up with four main conclusions: 1. Start-up companies would concentrate on the demand side in the beginning of their business. 2. Start-up companies would seek for the help of outer resources when they were promoting their business. 3. In the aspect of controlling the quality of their services, start-up companies would choose to build the filtering system of target companies and signing contracts. 4. In running O2O business, start-up companies would offer local information immediately to raise consumers’ will of using their O2O platform. With those four main point provided by the study, it also brings up the meaning the practical meaning of the study and suggestions of following researches. Keywords: Start-up Company, O2O (Online to Offline), Business Strategy, Value Creation