傳統零售業 OMO 虛實整合轉型策略之探討-以達OO集團為例

Abstract

商業流通以零售批發業為面對最終消費者的主要經營業者，隨著消費者生活型態的多元化、銷售模式的突破與創新以及市場競爭的愈趨激烈，傳統零售批發產業也需轉向新的銷售方式，零售企業之創新策略多集中在商業模式、平台、顧客體驗三大重點，就商業模式而言，需思考以不同的方式服務顧客和創造獲利。近年新冠肺炎疫情除了影響大眾生活外，在商業活動上更有大幅的影響。遠端工作及電子商務成為趨勢，線上消費已成為趨勢消費方式，也因此新興科技的需求不再僅局限於IT部門，無論是行銷、銷售或是客服部門，與過往相比都大幅提升了應用新興科技的需求，如何透過科技與技術提升企業的競爭力與應變力，是當前備受重視的議題。因此，從O2O的「線下體驗，線上消費」提升為OMO （Online merge Offline，虛實整合）的「線上融合線下，數據驅動消費」為新零售之趨勢，能蒐集消費者背後龐大的消費行為數據才是營運的致勝關鍵。本論文以傳統零售業-達OO集團為例，研究傳統零售業在行銷模式的轉變中，如何由O2O轉變為OMO，並以其為例討論傳統零售業轉型OMO的虛實整合轉型策略之探討。Business circulation is mainly carried out by retail and wholesale businesses, which are the primary operators facing the final consumers.With the diversification of consumers' lifestyles, breakthroughs and innovations in sales models, and increasingly fierce competition in the market, the traditional retail and wholesale industry needs to shift to new sales methods. The innovative strategies of retail enterprises are mostly focused on three main points: business models, platforms, and customer experience. In terms of business model, it is necessary to think of different ways to serve customers and create profits. In recent years, the COVID-19 pandemic has not only affected the public, but also had a significant impact on business activities. Remote work and e-commerce have become trends, and online consumption has become the trend consumption method. Therefore, the demand for emerging technologies is no longer limited to IT departments, and the demand for applying emerging technologies in marketing, sales and customer service departments has increased significantly compared to the past. How to improve the competitiveness and adaptability of enterprises through technology and techniques is a highly valued issue currently.Therefore, the trend of new retail is shifting from O2O's "offline experience, online consumption" to OMO (Online Merge Offline, virtual and real integration) of "online integration with offline, data-driven consumption." Collecting massive consumer behavior data behind consumers is the key to operational success. This paper takes the traditional retail industry, 達OO Group, as an example, to study how the traditional retail industry changes from O2O to OMO in marketing model, and discuss the real and virtual integration transformation strategy of traditional retail industry to transform OMO with its example.