Research for digital product's channel service demand and innovative service model

本研究回顧過去「資訊通路」相關研究發現，主要集中在幾個議題，例如：經營或競爭策略、通路管理、產品訂價模式、顧客忠誠度、通路服務品質、供應商關係管理、或個案公司之研究；而回顧關於「技術採用生命週期」與「跨越鴻溝」相關研究較少且多集中於高科技技術，如LED、IC設計、網站平台..或個案產品之研究，如iPod、筆記型電腦、電子書、網路電視..等。且大部研究的探討範圍較缺乏以產業角度研究數位產品之相關通路服務需求；且並未發現根據Geoffrey A . Moore(1991)跨越鴻溝一書所論述「高科技行銷通路」理論之提出有效履行「完整產品」之實務架構並進行可行性研究。 就實務面觀察，多數創新數位產品在通路推展成功機率很低且擴散速度緩慢，因此本研究針對影響數位產品成敗因素分為企業內部因素、外在環境因素與通路因素三部分，並針對品牌原廠非完全可控制之通路因素進行深入分析研究。關研究方法方面，本研究以通路服務業觀點先探討數位產品的演進趨勢對消費者與品牌原廠通路服務需求的影響，接著探討消費者與品牌原廠對現有主要數位產品通路型態之滿意度分析，找出「市場需求缺口」是否存在與各項服務需求與滿意度(放心度)之差異程度；再進一步驗證本研究提出創新服務模式-「官網下單&透過區域專業經銷商交貨」之適用性與滿意度改善之比較。本研究進一步分析可能影響各項通路服務需求與滿意度的因素，包括消費者類型與品牌原廠類型。 經過資料分析，本研究的主要研究結果有五點，包括：消費者與品牌原廠之通路服務需求的確存在且被數位產品的演進所影響、不同類型消費者會影響對通路服務需求與通路型態的放心程度、不同類型品牌原廠影響對通路服務需求的程度不大；但會影響推展新產品初期通路選擇之策略、創新通路服務模式(官網下單&透過區域專業經銷商交貨) 符合消費者與品牌原廠需求並提升滿意度、數位產品之採用生命週期曲線之「鴻溝現象」仍然存在，且與Geoffrey A . Moore(1991)之技術採用生命週期曲線之結構有所不同。 根據上述的研究結果，本研究提出下列建議給予實務界參考： 一、對數位產品通路服務公司：跳脫「競爭」與「去服務化」思維，以實際市場需求出發以建構企業價值鏈與提升附加價值、 有效整合數量龐大區域加值經銷商的在地力量建構「售後服務」機制、優先建構「導入時效」通路價值鏈。二、對創新數位產品之品牌原廠：運用創新通路服務模式彌補目前面臨通路服務滿意度之落差、以官網發展虛實整合的創新通路服務模式較可滿足消費者需求。In this study, we have reviewed the existing thesis and research about keyword of IT channel and found that focused on several issues , such as: business or competitive strategy, channel management, product pricing model, customer loyalty, channel service quality, supplier relationship management, or the case company the study; About the number of existing thesis and research of "technology adoption life cycle" and "Crossing the Chasm" is rare and found that more concentrated in high technology product, such as LED, IC design, web platform .. or some case studies, such as iPod, notebook, e-books, network TV .. and so on. And lack of research to explore the issue of digital products industry ‘s real demand for channel services; and we have not found according to the theory of "high-tech marketing channel" discussed by the book of Geoffrey A. Moore’s "Crossing the Chasm" to proposed the effective implementation architecture of "whole product" and do some research. Through the observations of the practical , most innovative digital products is very low probability of success in channel marketing and spread slowly, so the study of divided the success or failure factors of digital products into three parts,including business internal factors, external environmental factors and channel factors, and in this study focus and analysis depthly to the channel factor that the brand company ‘s non-completely control . About research methods, this research study first the impact of channel service demand of the consumers and brand company by evolution of digital products through channel service’s viewpoint. Then we analysis the the satisfaction of consumer and brand company to existing major channels of digital products to identify "market demand gap" and the difference degree between the service needs and satisfaction (comfort level); further validate the applicability and satisfaction improvement degree of the innovative service model - "place orders on the official website and delivery goods through the regional dealer in relatived field" . This study further analyzed the various factors that may affect the service needs and satisfaction, including types of consumers and the types of brand company. After data analysis, the main findings of this study have five points, including: The demand of consumer and the brand company for channel services are affected by the evolution of digital products; The demand for channel services and comfort level will be affected by the different types of consumers;The demand for channel services won’t be affected by the different types of brand company, but the choice of the initial channel strategy will be affected by the different types of brand company;The innovative service model - "place orders on the official website and delivery goods through the regional dealer in relatived field" can meet the demend and improve satisfaction of the customer and brand company;The " Chasm phenomenon" of " the digital product adoption life cycle curve " still exists, and different with the structure of Geoffrey A. Moore (1991) of the technology life-cycle curve . Based on the above findings, this study proposes to practitioners the following recommendations: First, for channel services company of digital products: Give up "competition" and "off service" thinking t o construct the enterprise value chain and value- up by actual market demand；To integrate the huge forces of local value-added- reseller to construct the "after-sale- service" mechanism;Give the high priority to construct the value chain of "Time to market". Second, for the brand company of digital product : Take advantage with the innovative service model - "place orders on the official website and delivery goods through the regional dealer in relatived field" to make up for the satisfaction of the channel service；To create the innovation virtual-physical- channel service model by the official website to meet consumer demand