碩士 / 國立臺灣科技大學 / 管理學院MBA / 103 / Click and Mortar Business Model is a business model integrated virtual and physical channels with the aspects as brands, processes and customers. This concept is not a new topic, since some e-commerce discussion also focused on the integration and development of virtual and physical channels. Due to the boom of mobile device applications in recent years, mobile networking features blurred the boundaries between virtual and physical channels even more. By the success of the gradually increased actual virtual and physical integration business model cases, it is generally considered that a successful virtual and physical integration can improve customers’ satisfaction, and bring high operational efficiency for enterprises. However, the synergy applications and benefits by the integration must rely on the “integrating” skill of operators to bring it to the reality. Since there is necessity of integration, there must be differences occur between virtual and physical channels, which mean the companies can’t directly copy the original set store management experience to another type of channels.
The subject of the case study is a company in tourism services industry and the in-depth understanding of this single case was gained through secondary data collection and in-depth interviews. Discussions were done on the case study company’s synergy applications and benefits brought by the business model after virtual and physical integration, hoping to propose good suggestions to companies facing virtual and physical integration operation.
Studies have shown that whether there is integrate or separate virtual and physical channel integration model when implementing, there are both advantages and disadvantages. Therefore, the very first consideration is how to approach the suitable integrating level to company itself. Virtual and physical channel integration can’t be succeed in at the first try and its development effectiveness can’t appear in a short time, either. Thus, companies cannot process virtual and physical channel integration with the concept of channel expansion by corresponding tendency. If so, the company will fall into the myth of integration and lost the operating basis and advantages of the original physical store. Companies should check the limited resources available, carefully assess the pace of development and seek for the possibility of maximized development. If there is development cost considerations and limitations in small and medium enterprises, they should be more compatible with an open mind and consider the collaboration possibility with the third-party virtual information platforms and payment systems industry to avoid differentiation and resource wasting. Business owners must have a broader thinking and mind in order to have creating newer, better and more comprehensive core values as the goal to keep the flexibility and endurance a company should have during virtual and physical integration model. The company should also be supportive to have the management team develop better management capabilities and have high control skill on both virtual and physical channels and continuously strengthen and enhance the company’s cross-channel customer service ability to ultimately activate the operational efficiency of both ends at the same time and actually reach the business goals of virtual and physical integration.
| Identifer | oai:union.ndltd.org:TW/103NTUS5735011 |
| Date | January 2015 |
| Creators | Ko-Hsin Yang, 楊可歆 |
| Contributors | Hsi-Peng Lu, 盧希鵬 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 69 |
Page generated in 0.0085 seconds