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題名：電子商務策略聯盟之研究－以B2C資訊商品為例
作者：王宇晨
作者(外文)：Wang, Yu-Chen
校院名稱：國立臺北大學
系所名稱：企業管理學系
指導教授：郭崑謨
方文昌
學位類別：博士
出版日期：2004
主題關鍵詞：電子商務；策略聯盟；B2C資訊商品；質性研究；E-commerce；Strategic alliance；B2C computer products；Qualitative research
原始連結：連回原系統網址new window
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隨著internet的盛行，電子商務的環境益加成熟，電子商務的發展也日漸蓬勃，在經過網路泡沫化的焠煉，新的電子商務經營模式面對競爭激烈的環境比以前更具競爭力，虛擬與實體的結合也更加強競爭優勢，而兼具電子商務交易平台與交易標等雙重意義的資訊商品，是一個非常具有研究價值的領域，特別是資訊商品結合電子商務，具有低交易成本、無時空限制與快速擴展客戶加速網路效應的特性，也使得許多在正常狀況下無法發生交易可能的情況因而變化，同時也改變了B2C資訊商品的供需曲線。
由於電子商務領域中企業想更具競爭優勢，就必須達成增加資源共享、降低交易成本、快速成長與減少經營風險的目標，此時企業採行策略聯盟常常是最佳的抉擇，而在電子商務領域策略聯盟的關鍵成功因素，應當在聯盟的策略目標、夥伴的選擇以及聯盟的執行模式上。
為了讓企業在參與聯盟前能夠有一個可供評估的模式，本研究經由個案研究的方法，於業界中居領導地位的企業進行深度訪談後，建構出以資源替代度、成本降低度與價值提升度等三個指標作為三個構面，發展出三好、效率、加值、依賴、規模、節約、成長等七種有效的策略聯盟模式以及一種無效的無益策略聯盟模式，期能作為企業在電子商務領域中想要進行策略聯盟的決策參考。同時根據聯盟模式推論出八個命題：1.三好策略聯盟對參與聯盟的企業在庫存效率、交易時間、增加客戶、交易成本與投資風險等五個指標均有效益；2.效率策略聯盟對參與聯盟企業在庫存效率、交易時間、交易成本與投資風險等四個指標有效益，對增加客戶則無效益；3.加值策略聯盟對參與聯盟企業在庫存效率、交易時間、增加客戶與投資風險等四個指標有效益，對交易成本則無效益；4.依賴策略聯盟對參與聯盟企業在交易時間與投資風險等二個指標有效益，對庫存效率、增加客戶與交易成本則無效益；5.規模策略聯盟對參與聯盟企業在庫存效率、交易時間、增加客戶與交易成本等四個指標有效益，對與投資風險則無效益；6.節約策略聯盟對參與聯盟企業在庫存效率與交易成本等二個指標有效益，對交易時間、增加客戶與投資風險則無效益；7.成長策略聯盟對參與聯盟企業在庫存效率、交易時間與增加客戶等三個指標有效益，對交易成本與投資風險則無效益；8.無益策略聯盟對參與聯盟企業在庫存效率、交易時間、增加客戶、交易成本與投資風險等五個指標均無效益。
Along with internet is being in vogue, E-commerce environment is mature, the E-commerce development is also vigorous day after day. Passing the challenge of the internet-bubble, the new business model of E-commerce will have more competitive advantage to face the rival competition, the combination of reality and vulture will have more competitive advantage, too. The computer products are concurrently both E-commerce transaction platform and transaction targets, study of computer products in E-commerce will be valuable. The computer products in E-commerce have the low transaction cost, the non-space and time limitation and the fast customer expansion, it causes the transaction situation is changed to be possible, the supply and demand curve of B2C computer products also be changed in E-commerce environment.
If the enterprise in the E-commerce wants to have the competitive advantage, it will be necessary to achieve four goals, resources sharing, transaction cost reducing, the fast growth and the reduced risk. In this time the enterprise picks the good strategic alliance is usually the best choice. The key successful factors of strategic alliance in the E-commerce are the alliance strategic goal, the partner choice, and the alliance execution.
In order to let the enterprise to have an appraisal pattern in front of participating alliance, this research by the case study method and in-depth interview the leaders of E-commerce field in Taiwan, it constructs by three targets, the resources substitution, cost reduction, and value addition. These three targets are three dimension of decision-making, through the way we develop eight type of strategic alliance, they are the perfect strategic alliance, the efficiency strategic alliance, the value-add strategic alliance, the interdependence strategic alliance, the scale strategic alliance, the saves strategic alliance, the growth strategic alliance, and the non-benefit strategic alliance. The first seven kinds of strategic alliances are effective and the last kind is useless strategic alliance pattern, the result is an evaluate model which can help the enterprise to make decision when the enterprise wants to join strategic alliance in E-commerce. Finally we deduce eight propositions according to the alliance type:
1. To participate the perfect strategic alliance, the enterprise will have the benefits in the inventory efficiency, the transaction period, the customer increasing, the transaction cost and the investment risk; 2. To participate the efficiency strategic alliance, the enterprise will have the benefits in the inventory efficiency, the transaction period, the transaction cost and the investment risk, but it dose not have the benefit in the customer increasing; 3. To participate the value-add strategic alliance, the enterprise will have the benefits in the inventory efficiency, the transaction period, the customer increasing and the investment risk, but it does not have the benefit in the transaction cost; 4. To participate the interdependent strategic alliance, the enterprise will have the benefits in the transaction period and the investment risk, but it does not have the benefits in the inventory efficiency, the customer increasing and the transaction cost; 5. To participate the scale strategic alliance, the enterprise will have the benefits in the inventory efficiency, the transaction period, the customer increasing and the transaction cost, but it does not have the benefit in the investment risk; 6. To participate the saves strategic alliance, the enterprise will have the benefits in the inventory efficiency and the transaction cost, but it does not have the benefits in the transaction period, the customer increasing and the investment risk; 7. To participate the growth strategic alliance, the enterprise will have the benefits in the inventory efficiency, the transaction period and the customer increasing, but it does not have the benefits in the transaction cost and the investment risk; 8. To participate the non-benefit strategic alliance, the enterprise will have no benefit in the inventory efficiency, the transaction period, the customer increasing, the transaction cost and the investment risk, and no business will join the non-benefit strategic alliance in normal condition.
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