企業間電子交易市集之經營模式與策略

Abstract

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。 本研究提出兩個主要之經營模式分類：交易撮合與協同合作。主要分類下，可再依參與者之互動模式，衍生出各多的經營模式。本研究並未對更細部之經營模式作分類，僅概分為買方主導之採購市集、賣方主導之配銷市集、中立電子交易市集、私有電子交易市集及公開電子交易市集。但本研究經由個案研究，對不同的經營模式作更深入之探討，發現現階段高價值之電子交易市集之主要特徵，為能夠為買賣方企業提供高度附加價值，例如藉由強化金融服務的價值活動，或是協助買賣方之後端ERP系統與電子交易市集整合；此經營模式之電子交易市集，營收來源亦較多元化。 最後，本研究根據競合模型觀點，提出競合策略。電子交易市集處於集中模式中，為不落入無利潤模式，經營者之策略手段包含認知並差異化上述之價值活動，建立不易被模仿之經營模式；並藉由形成正向回饋效應，維持資源的專屬性與獨特性，強化組織經營與構建核心能力；除此之外，經營者可透過與複雜的電子交易市集價值網路中各參賽者之競爭與合作，建立價值之完整性與競爭性。

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.