因應近年來電子商務發展衝擊實體3C通路經營，加上消費性電子產品的發展日新月異，實體3C通路如何面對產品結構改變，其他型態的通路競爭，這些問題考驗著實體3C通路資源是否能有効分配。本研究以全台最大型的3C實體通路「燦坤3C」、最大家電連鎖通路「全國電子」、全國唯一的招商式3C通路「NOVA資訊廣場」與「順發3C」及日本實體3C通路發展概況，並以個案研究法、資源分配理論，依據Eisenhardt(1989)提出的個案研究，以燦坤3C、全國電子及NOVA資訊廣場與日本實體3C通路發展概況為探討對象。依據個案發展策略，經營模式等來探討個案競爭優勢、策略性定位。並籍由藍海策略分析工具與架構，來探討中小型實體3C通路未來的商業模式與經營策略。 Over the past few years, progresses in E-Commerce has started to impact the brick-and-mortar 3C distribution channels. Combined with faster innovations in consumer electronic products, these 3C channels are facing increasing pressure to allocating resources more efficiently, offering better product portfolio, and competing against other type of distributions more effectively. This paper analyzed Taiwan''s largest physical 3C vendor TSANN KUEN TRANS-NATION GROUP, largest home appliances chain store E-LIFE MALL CORPORATION, 3C department-store NOVA, and Sunfar3C. Referencing Japan''s 3C channel industry, this paper applied case study methodology, resource allocation theory, and the research theory based on Eisenhardt(1989) study, to these companies. This paper researched these companies'' development history, business model, competitive advantages and positioning. Using blue ocean strategy analytical tools and framework, this paper strived to explore future business model and management strategy for small to medium 3C physical channels in the future.
