Business Model and Strategy of B2B E-Marketplace
|摘要:||本研究以現有各種定義探討經營模式之真正內涵，將電子交易市集之經營模式定義為「買方、賣方、電子交易市集三者創造價值的互動流程」，經由價值鏈之解構與再建構(deconstruction and reconstruction)，探討企業間電子交易市集之價值活動與經營模式之架構，並以電子交易市集價值鏈內之各價值活動為出發點，探討電子交易市集經營者可透過價值鏈之創造、整合或延伸資訊等方式，創造價值。
In this research, the business model of E-marketplace is defined, with the exploration of current various definitions about business model, as “the interactive process of value creation among buyers, sellers, and e-marketplaces.” Through deconstruction and reconstruction of value chain, the value activities as well as the framework of business models of enterprise e-marketplace are explored. Beginning with the exploration of value activities within the value chain of the e-marketplace, this research explains how the e-marketplace managers could create value through the creation, the integration, or the information extension of value chain. Two major business models are proposed in this research: matchmaking and collaboration. Under such two categories, many other business models are developed based on the participant interactive modes. General categorization of business models such as the buyer-directed buy-side marketplace, the seller-directed sell-side marketplace, the neutral e-marketplace, private e-marketplace and the public e-marketplace are applied in this research. This study reveals that current high-valued e-marketplace provides both buyers and sellers with value activities , such as enhancing banking and financing services, and the backend ERP system as well as the integration of e-marketplace for both parties. These types of e-marketplace business model attract more diversified for revenue incomes. Based on the co-opetition model, this research also proposes business strategies. When the e-marketplace falls into the category of centralized mode, the manager should adopt strategies of knowing and differentiating the value activities as mentioned above, and establishing a business model impossible for competitors to copy, so as to avoid from falling into non-profitable mode. In the meantime, forming a positive feedback effect, the manager could then retain the resource exclusiveness as well as particularity, enhance the organization management, and construct the core competence. Other than these strategies, the manager could manage, through competing and cooperating with participants in the more complicated e-marketplace value network, to achieve the value fullness and competitiveness.
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