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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/94189

    Title: 海外電視購物供應商經營模式之探討 : 以K公司為例
    Other Titles: Discussion on the business model of the overseas TV shopping suppliers : a case of K company
    Authors: 花秀麗;Hua, Hsiu-Li
    Contributors: 淡江大學會計學系碩士在職專班
    黃振豊;孔繁華;Huang, Cheng-Li;Kung, Fan-Hua
    Keywords: 電視購物;虛擬通路;實體通路;核心競爭力;經營模式;TV shopping;Virtual channel;physical channel;core competitiveness;Business Model
    Date: 2013
    Issue Date: 2014-01-23 14:07:18 (UTC+8)
    Abstract: 全球經濟的繁榮與發展,改變現代人的生活作息與習慣,更因此由傳統的實體通路改變蘊育出虛擬通路的交易模式,其中又以「電視購物」的產值佔最大,其發展也最為快速,更因此同步帶動了相關產業的發展及商機。本研究以歐美虛擬通路市場之供應商─K公司為研究之主體,採用質化個案研究法,探討K公司的營運狀況、管理模式。
    Prosperity and development of the global economy change the lifestyle and habits of modern people, transform the traditional physical channel into the trading pattern of virtual channel, among which “TV Shopping” accounts for the largest output value and develops most rapidly, and synchronously drive the development and business opportunities of related industries.This study selects K Company, a virtual TV channel supplier engaging in the markets of Europe and the United States, as the research subject, and adopts qualitative study method to explore K Company’s current operating conditions, business strategy, and management model.
    K Company offers diverse channels to Europe and the United States, including virtual TV commercials, TV shopping, catalog mail order, internet, physical retail stores, department stores, etc. The main products can be divided into nine categories, namely, appliances, fitness, garden, home, kitchen, personal care products, tools, environmental protection and others. K Company built up its own production base and integrated upstream and downstream manufacturers in order to reduce production costs and achieved the closest connection and combination from production to sales end through the layout of channel as well as the operation and use of logistics and cash flow.
    The main findings in the research are summarized as follows. The global prevalence of virtual channels drives the development of K Company. Since K Company grasps the advantages of diverse channels, its product marketing and advertising effectiveness can be continued to next channel thus creating another wave of sales achievement. Meanwhile, the presentation of integrated efficiency of supply chain as well as the use and coordination of strategies innovation let K Company grow and earn profit steadily. The main competitiveness of K company relies on its excellent business model to manage effective operation and adjust with the changing of environment. K Company possesses external environment advantage for the rise of virtual channels as well as inherent environmental advantage, such as diversified sales channels, the integration of supply chain, the enhancement of value chain, strengthened organization and execution, and product and service innovation strategies, trying to perform the whole strategies and building models, all of which are proven to be the key factors that make K Company’s channel markets continue to grow and earn profit steadily and maintain advantage competitiveness.
    Appears in Collections:[會計學系暨研究所] 學位論文

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