以組織經濟學角度研究農產品電子商務營運模式

The Study on Business Models of Agricultural E-Commerce from the Perspective of Organizational Economics

10.6342/NTU.2013.00166

魏佑霖

農產品電子商務 ； 農產品網路行銷 ； 組織經濟學 ； 交易成本理論 ； 代理人理論 ； Agricultural E-Commerce ； Agricultural Internet Marketing ； Organizational Economics ； Transaction Cost Theory ； Principal Agent Theory

國立臺灣大學農業經濟學系學位論文

2013年

碩士

陸雲

繁體中文

近年來因應消費者習慣改變，電子商務市場蓬勃發展，許多農企業因而從事電子商務。但卻因知名度、營運策略、物流成本、市場競爭程度高等因素，使得農企業在電子商務上難以突破。 在農企業從事電子商務時，必須全盤性考量與供應鏈上各組織間的互動關係，以做出理性決策。但在過往文獻中較少探討農企業與供應鏈上各組織之互動關係。因此本研究以農企業為對象，並以組織經濟學探討相關議題。 因運送區域與網路通路佔整體通路比例之不同會影響企業決策，所以本研究挑選各類型之農企業作為研究對象。初期先透過文獻探討了解其發展背景，再以深入訪談了解各類型農企業從事電子商務之現況，並以組織經濟學進行探討，再以個案比較方式找出適合農企業從事電子商務之模式。 其研究發現如下：與加工廠、農民與物流業者之合作，建議長期與固定組織合作，並可透過契約簽訂、與兩個以上交易對象合作，將可降低投機行為與交易成本。網路通路比例較小之農企業，可運用網路行銷工具與地域性社群結合，並運用公司內部資源進行配送。網路通路比例較高的企業，建議可架設自有網站並搭配物流業者出貨，以降低交易成本。 透過行銷活動推廣企業理念，可吸引理念相符之網路社群支持農企業，而Facebook 是目前最適合之網路行銷工具，因為可較容易將相關訊息傳遞予消費者。若欲增加長期客戶以降低交易成本，農企業應要求服務效率，並根據不定期調查顧客意見以改善營運策略，增加顧客滿意度與信任感。透過契約和工作規範激勵員工與物流業者達到服務上的改善，以避免可能產生的代理人問題。

Marketing has long been a problem for Taiwan’s agriculture. Thus as customers’ buying behavior changes, more and more agricultural enterprises dedicate themselves to internet marketing to solve their marketing problem. However, internet marketing is not easy as the internet market is highly competitive. For agricultural enterprises, one problem to be solved in internet marketing decision is on the interactive relationship with their trading partners in the supply chain. However, few literature has focused on this relationship in the past. Therefore, this thesis is devoted to this study of interactive relationship from the perspective of organizational economics. Because the relative weight of internet marketing in total business volume is different for each agricultural enterprise studied in this thesis, the case study of agricultural enterprise will be conducted according to the business weights of internet marketing. We first study literatures to understand the development of agricultural internet marketing in Taiwan. Then a though interview is conducted with various types of agricultural enterprises engaging in internet marketing to understand their current internet business. All investigation in the interviews will be based on the theories of organizational economics. Finally, by comparing the different performance in internet marketing by different agricultural enterprises, we draw conclusions on the appropriate way to do agricultural internet marketing. The findings are as follows: With processing factories, farmers and logistics firms, we recommend to sign contracts to establish a long-term and stable cooperative relationship. In order to reduce opportunistic behavior and lower transaction costs, we also suggest that two or more trading partners to be chosen in the establishment of cooperative relationship. Agricultural enterprises with small internet marketing business may use internet marketing tools in the local community with the help of cooperative regional communities. They can use company resources to transport merchandise ordered by customers. As to agricultural enterprises with high internet marketing business, we recommend them to set up their own internet site and contract logistics firms to transport the merchandise that consumers ordered in order to reduce transaction costs. Through marketing activities we can promote company’s business ideal and win the support of local internet community. Facebook is the most suitable tool for internet marketing as it can deliver company’s message to consumers easily. In order to increase customers’ loyalty to reduce transaction costs, agricultural enterprises should try to improve the efficiency of their customer services. In order to increase customer satisfaction and sense of trust, agricultural enterprises should often sponsor surveys to collect customers’ feedback to improve their operational strategies. And in order to motivate their employees and cooperative logistic firms and avoid possible agency problem, agricultural enterprises should use contracts and provide economic incentives to their trading partners to achieve service improvements.

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