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研究生: 蔣菲菲
Jovita Guntara Sudarsono
論文名稱: 價值創新在電子商務的金飾產業之藍海策略應用研究—以Orori公司為例
Capturing Value Innovation to Apply Blue Ocean Strategy at E-commerce for Gold Jewelry: A Case Study of Orori
指導教授: 劉代洋
Day-Yang Liu
口試委員: Chun-Nan Chen
Chun-Nan Chen
Hsin-Fang Hsu
Hsin-Fang Hsu
學位類別: 碩士
Master
系所名稱: 管理學院 - 管理學院MBA
School of Management International (MBA)
論文出版年: 2018
畢業學年度: 106
語文別: 英文
論文頁數: 64
中文關鍵詞: StrategyRed Ocean StrategyBlue Ocean StrategyValue Innovation
外文關鍵詞: Strategy, Red Ocean Strategy, Blue Ocean Strategy, Value Innovation
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  • The gold jewelry industry has been evolved for several years, and still has a potential growth. However, many players have captured the potency of this industry that makes the competition harder for any players in this industry to generate higher profit. With that being said, the competition within this industry becomes saturated. Therefore, an innovation is needed to relieve the tension of this industry.
    This case study had the purpose to explore what kind of strategy that Orori applies at its e-commerce platform in order to enter blue ocean over the industry and gain sustainability at the market. Using Kim & Mauborgne’s theory of Blue Ocean Strategy, the researcher tries to break down each element of the Blue Ocean Strategy of Orori’s e-commerce platform in order to fully understand the strategy.
    The results show that Orori’s e-commerce platform was emphasizing more on the value innovation to keep their position incompeted. Eliminating and Reducing some gold jewelry store elements that are taken for granted have done by Orori. Moreover, it raised networking and high technology elements in order to give customers value. With that being said, Orori save company’s expense while creating value for customers, in this way, value innovation has been created. As the new value captured and offered, new demand is created as well.Therefore, Orori make itself a blue ocean to escape from the bloody strict competition of the red ocean.


    The gold jewelry industry has been evolved for several years, and still has a potential growth. However, many players have captured the potency of this industry that makes the competition harder for any players in this industry to generate higher profit. With that being said, the competition within this industry becomes saturated. Therefore, an innovation is needed to relieve the tension of this industry.
    This case study had the purpose to explore what kind of strategy that Orori applies at its e-commerce platform in order to enter blue ocean over the industry and gain sustainability at the market. Using Kim & Mauborgne’s theory of Blue Ocean Strategy, the researcher tries to break down each element of the Blue Ocean Strategy of Orori’s e-commerce platform in order to fully understand the strategy.
    The results show that Orori’s e-commerce platform was emphasizing more on the value innovation to keep their position incompeted. Eliminating and Reducing some gold jewelry store elements that are taken for granted have done by Orori. Moreover, it raised networking and high technology elements in order to give customers value. With that being said, Orori save company’s expense while creating value for customers, in this way, value innovation has been created. As the new value captured and offered, new demand is created as well.Therefore, Orori make itself a blue ocean to escape from the bloody strict competition of the red ocean.

    ABSTRACT ii ACKNOWLEDGEMENT iii TABLE OF CONTENTS iv LIST OF TABLES vi LIST OF FIGURES vii CHAPTER 1 INTRODUCTION 1 1.1 Research Motivation and Background 1 1.2 Research Objectives 3 1.3 Research Content 4 1.4 Research Flowchart 5 CHAPTER 2 LITERATURE REVIEW 6 2.1 Strategy 6 2.2 Blue Ocean Strategy 7 2.3 Value Innovation 12 CHAPTER 3 RESEARCH METHODOLOGY 17 3.1 Research Design 17 3.2 Data Collection 18 3.2.1 Primary Data 18 3.2.2 Secondary Data 19 3.3 Data Analysis 20 CHAPTER 4 INDUSTRY AND COMPANY ANALYSIS 21 4.1 Industry Analysis 21 4.1.1 Gold Jewelry Industry 21 4.1.2 E-commerce Industry 24 4.2 Industry Attractiveness (Porter 5 Forces Analysis) 27 4.2.1 Threat of New Entrants 27 4.2.2 Threat of Substitute Product 28 4.2.3 Rivalry Amongst Competition 28 4.2.4 Bargaining Power of Suppliers 28 4.2.5 Bargaining Power of Buyers 29 4.3 Company Analysis 30 4.3.1 Company Profile 30 4.3.2 Service Offering 31 4.3.3 SWOT Analysis 32 CHAPTER 5 CASE STUDY ANALYSIS 36 5.1 Motivation 36 5.2 Case Discussion 37 5.2.1 Blue Ocean Strategy 37 5.2.2 Value Innovation 41 5.3 Challenge 43 5.4 Future Development 44 CHAPTER 6 CONCLUSIONS AND RECOMMENDATIONS 48 6.1 Conclusion 48 6.2 Recommendation 49 REFERENCES 53

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