淡江大學機構典藏:Item 987654321/33015
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    題名: 貿易商對電子商務導入認知之個案研究
    其他題名: The case study on the perception of introducing the e-commerce in trading company
    作者: 張相玲;Chang, Hsiang-ling
    貢獻者: 淡江大學管理科學研究所企業經營碩士在職專班
    王居卿;Wang, Chu-ching
    日期: 2005
    上傳時間: 2010-01-11 03:08:20 (UTC+8)
    摘要: 由於資訊科技的蓬勃發展，造成了全球貿易交易環境之改變，電子商務對貿易服務業的擴展有著很重要的意涵。在國際貿易的產業中，由於電子商務的應用，使得其資源會被重新分配。本研究以多次交叉深度訪談兩家個案公司，去探討其對電子商務之認知與在電子商務環境下，台灣貿易商之因應策略。本研究之目的如下：

    1. 探討貿易商導入電子商務的效益、衝擊與面臨的障礙，以增加貿易商對電子商務的認知。
    2. 探討貿易商不論是否導入電子商務其所採用的競爭策略，作為貿易商轉型之參考。
    3. 探討貿易商導入電子商務的必要性。

    經相關文獻探討及深入訪談兩家個案公司分析的結果，本研究歸納出以下之結論：

    1. 導入電子商務的效益大於衝擊。
    2. 電子商務在貿易上之運用非常複雜，導致貿易商對電子商務的認知普遍不足，所以造成電子商務導入之障礙。
    3. 貿易商並非一定要導入電子商務才具競爭力。

    貿易商的主要競爭策略包括：(1) 提供品質優良的產品(2) 產品差異化(3) 交貨準時(4) 良好的服務(5) 優秀的管理者與員工(6) 全球運籌的能力。
    網路科技只是一項工具而已，並不保證會使作業流程更有效率，能夠找出運用方法將虛擬與實際的交易活動結合在一起,才能使貿易商獲利；因此貿易商最重要的是尋求自己的競爭優勢以訂定適合的競爭策略，並非一定要導入電子商務才具競爭力。
    In view of the trend of globalization and e-commerce technology, the environments of international trade are highly uncertain. The expansion of international trade in e-commerce service has important implications for growth around the world. The gains from trade in service can be expected that the resources will be reallocated to their most productive uses and welfare will be increased. This research draws on the method of case study of 2 trading companies by cross in-depth interview. The objectives of this research are listed as below:

    1. To study the introducing of e-commerce in traders in terms of effectiveness, impact and barrier.
    2. To study the strategy formulation of traders for both adopt e-commerce and non-adopt e-commerce.
    3. To study if e-commerce is an imperative tool for traders in order to get strong competitiveness among traders.

    After literature review and cross in-depth interview with 2 Taiwanese trading companies, there are conclusions as below:

    1. The benefit is greater than the loss of introducing the e-commerce.
    2. The implementation of e-commerce on international trade is rather complicated. The lack of perception in e-commerce brings up the barrier of introducing the e-commerce in traders.
    3. It is not imperative for a trader to take the e-commerce as a marketing tool to obtain the competitive advantage.

    The competitive strategies for the trading company include (1) Provide good quality products (2) Differentiation of products (3) On time delivery (4) Good service (5) good management and employees (6) Global connection and local contact.

    Although e-commerce becomes an essential trend, traders have to evaluate company’s scale, customers’ requirement, benefits from e-commerce and cost involved for making decision of introducing e-commerce. Because e-commerce is just an auxiliary tool, it will not always result in operational performance and the benefits for the traders. Traders need to have their own unique strategies, utilizing e-commerce as a tool to sustain their competitiveness.　　　　　　　　　　　　　　　　　　　　　　　　　　
    顯示於類別:[管理科學學系暨研究所] 學位論文

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