| Summary: | 碩士 === 中原大學 === 企業管理研究所 === 105 === In Taiwan''s agricultural industry, production and marketing are often subject to congenital regional restrictions. In recent years, with the rapid development of the internet environment, also led to the rise of e-commerce, and along with it, the revolution of Taiwan''s local agriculture. In the business model, the marketing methods of agricultural products are made in line with the changes of modernization. This study is based on Taiwan''s local agricultural industry and the purpose of it is to study, explore, and analyze with the hope to contribute to Taiwan''s agriculture. With more knowledge in this field, Taiwan’s agricultural industry can gain more from the use of e-commerce model in business operation and management.
There are many challenges in the development of e-commerce in Taiwan’s agricultural history. This study mainly explores the case study of the agricultural e-commerce business model. This paper is generated based on the interview with six local agricultural businesses and analyzed according to Osterwalder and Pigneur’s (2010) business model canvas which contains nine structural factors: Value Proposition, Customer Segment, Channels, Customer Relationships, Key Resources, Key Activities, Key Partnerships, Cost Structure, and Revenue Model. It also uses e-commerce’s four-flow definitions to study and analyze the status of agricultural industry’s business model and difficulties, and the discussion on similarity and difference between each case, and finally reaching the conclusions and recommendations.
This study chooses six local agricultural businesses as the subject to explore the similarities and difference between each business model, and obtained the research results as follows: Value proposition: the local agricultural industry has a common characteristic of emphasizing healthy diet, high quality fruits and vegetables, price transparency, and ecological sustainability to obtain customer recognition. Customer Segment: Most agricultural products have housewives as the main customer base, but different agricultural products may also have different customer profile, such as tea. Tea products have mostly middle-aged men as the main customer base. Channels: In addition to the traditional way of buying agricultural products from distributors, direct purchase from farmers or online sales channels has also become the norm. Customer Relationships: the most common is personal contact, which is done through publishing product information on the social network. Key Resources: obtaining land resources and production technology is the most important to agricultural industry, which leads to good product quality and consumer loyalty. Key Activities: Agricultural production management is the first priority, followed by investment in product’s sales and marketing. Key Partnerships: To achieve economies of scale in co-production through peers or other small-scale farmers. Cost Structure: Personnel costs and equipment costs constitute the biggest part of the cost structure. Revenue Model: Mainly come from the sales of agricultural products. One interesting phenomenon is when these products are sold via ecommerce, they will be semi-processed in order to extend the shelf life.
|
|---|
