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• Main Authors: Te-Chun Chien, 簡得群
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/81394294682346825691

碩士 === 國立中央大學 === 高階主管企管碩士班 === 104 === In recent years, because of the poor world economy, each country faced instable politics, fast changed social environment and rapid developed internet. Now, 3C distributor sector is facing fierce competition and diversified development. Therefore, business transformation and competitiveness enhancement are common issues many 3C distributors have to face nowadays. Although the revenue and various operation indicators of 3C virtual distributors in the United States, China and other countries had went above those of the largest local physical distributor, they operated physical stores in the last two years. However, the physical 3C distributors are strived to become e-commerce suppliers and build internet sale platform to grab e-commerce market share so to increase revenue and development opportunity in the future. The study mainly discusses the changes and challenges of operation model of 3C distributors in Taiwan that “Tsannkuen 3C” have to face. The two key study purposes are as below: 1. What is the current operation method and business model of Tsannkuen 3C? 2. Can the business transformation strategy that Tsannkuen 3C conducted enhance business competitiveness, revenue and profit in the future? Based on 8+ business model of national level and 8+ business model of company level, this study analyzed the fluctuation of a variety of business performances of Tsannkuen 3C for the past five years, compared with those of the largest competitor in the physical and virtual distribution in Taiwan, used 8+ SWOT analysis to provide the core and key problem of current enterprises, and concluded suggestions and adjustment directions for business transformation and competitiveness enhancement. The key conclusions are as below: Firstly, for physical store transformation, Tsannkuen 3C has to increase investment in the large stores, accelerate to knock out poor stores as well as develop new product and new customer, and strengthen brand value and service quality to attract consumers to enter large physical stores which provide creativity, experience and fashion. Secondly, Tsannkuen Kuai3 is top 10 e-commerce provider in Taiwan. Therefore, it shall achieve product price advantage through procurement scale in the physical distribution to diversify non-3C product sale. Further, it shall integrate group resources through O2O creative business model to provide consumers services that other e-commerce competitors couldn’t provide so to become growth engine of Tsannkuen 3C in the future to enhance revenue and operation performance. Lastly, this study concluded eight strategy suggestions as below: 1. E-commerce is the development trend of 3C distribution and retail sector in the world and Taiwan in the future. Tsannkuen 3C must use Kuai3 platform to provide creative O2O marketing and business model to accelerate increasing market share. 2. To adjust product structure, that is, to increase sale of appliance and other articles for daily use, use current procurement scale advantage, and develop more suppliers and strategy partners. 3. To accelerate building up of life style stores, knocking out small and unprofitable stores without benefit, activating assets and improving operation benefits. 4. To build brand value and strengthen consumer image of “strong distribution and strong brand” to convey business vision to consumers and the public through good marketing and brand image shaping. 5. To develop new product and customer, introduce more non-3C products at e-commerce platform and large stores, and use internet and social media platform to increase development and interaction of female, young and leling (elder) customers. 6. To increase service quality, strengthen the concept that service staff provides service with courtesy, optimize internal operation procedure, and provide convenient O2O shopping platform. 7. To fortify organizational stability, build communication platform and channel between the group and departments, prevent from frequent changes of human resources and payroll system, and use relevant educational training to increase organizational commitment of employees. 8. To increase R&D and innovation ability, expand creative service of Kuai3, R&D life style stores with more fashion, and attract more physical and virtual members to expand competitive advantage of Tsannkuen 3C.