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題名 | 虛擬與實體商場結合的經營典範:華頌易購網個案=The Paradigm of EC: The Wasong Corp. Case Study |
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作者 | 葉高旗; Yeh, Gaochy; |
期刊 | 美和技術學院學報 |
出版日期 | 20040400 |
卷期 | 23:1 2004.04[民93.04] |
頁次 | 頁159-169 |
分類號 | 553.9 |
語文 | chi |
關鍵詞 | 電子商務; 競爭優勢; 個案; Electronic commerce; Competitive advantages; |
中文摘要 | 華頌易購網是以經營3C及電腦週邊商品八主的電子商公司,其前身為「群優科技」。臺灣網路熱潮興起、華彩軟體投資之前,群已默默進行線上購物研究達四年之久。最初在高雄是傳統的堆砌式模式銷售電設備,但此領域競爭激烈,價格戰永無休止。因此在1998年,群優開辦電子商務零售站點。到了2000年6年由華彩軟體轉投資群,華彩持股約五○%,並改名為「華頌易購網」,資本額約一億五千萬,員工從1998年的兩人增加到50人。華頌是Internet高速發展時代的成功典範,成立迄今,營業額一直保持穩定成長;在一片網路泡沫化的風潮中,仍保有相當亮麗的成績。目前華頌的固定會員多達一萬五千人,經銷商有五百多家。除了與宅配通合作物流服務外並中國信託等金融機構合作多元分期付款專案;2001年更加入7-ELEVEN網路購物便和Yahoo!奇摩購物的市場服務。華頌在2002年的營業額保守估計可達兩億一千萬元。 華公成功的主要關鍵因素可歸納出下列幾點:從實體商店經營經驗出發、明確的市場區隔、優異的報價支援系統、重視與客戶的互動、審慎的發貨中心評選決策、戰性的策略聯盟關係以及適當的委外政策等;故華頌是國內少數能獲利的網路公司之一。未來華公不排除自身以ASP(Application Service Provider)的角提供經盲,輔導其他企業進行e化工作,如系統整合、架構網站等,成為B2B2C之全以網路公司為目標;因此華頌的商業模式及發展經盲值得為其他企業經營電子商務的借鏡。 |
英文摘要 | Wasong is an EC Company that sells 3C and computer-related products. The company was formerly called Topdiy before being merged with the Softchina Group. At first, Topdiy tried to sell 3C products on line, and won a landslide victory in 1998. Softchina Group decides to invest in Topidy Corp. about 150 million New Taiwan dollars, number and the of employee grows from 2 to 50. Wasong estimates business volume will reach 210 million and adopt some outsouring strategy, such as 7-11 and Yahoo-Kimo network shopping. Factors leading to Wasong's critical success are: Wasong's physical store experince, clear market segment, excellent customer pricing service system, focus on interacting with customer, seriously choice the locaiton about selling-center, flexible strategic alliance relationship and suitable outsourcing strategy. Those factors make Wasong became a successful, and profitable B2C company. Wasong's experience may play a role, such as ASP (Application Service Provider), to aid other EC companies in the area. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。