虛實整合經營模式結合實體與虛擬銷售平台，整合內容觸及通路、品牌、流程與顧客等面向，此一概念並非全新議題，部分電子商務討論亦著重虛實通路整合與發展。受惠於近年行動裝置應用熱潮，行動連網功能更模糊了虛實通路之間的界線，隨著虛實整合商業模式成功案例增加，普遍認為成功的虛實整合得以提高顧客滿意度，並為企業創造高營運效率，但論及兩者結合可創造的綜效，仍必須仰賴企業整合與管理的能力才可能產生，既然整合有其必要性，也就表示虛、實通路之間存在許多差異，是故企業不能將既定的經營模式與經驗直接複製到另一型態的通路。
本研究透過次級資料蒐集、深度訪談，以單一個案研究方式深入瞭解，討論個案公司虛實整合後在商業模式上創造的綜效成果，期能給予面臨虛實整合經營議題之業者良好建議。
研究結果顯示，企業執行虛實整合模式無論是往整合或分離方向發展都各有優、缺點產生，因之思考哪種整合程度更適合企業自身發展才至關重要。虛實整合非一蹴可及，發展成效亦非短時間內可以顯現，企業不能相應趨勢以通路擴張的概念進行虛實整合，若然如此，便會陷入虛實整合迷思，反致喪失原實體店之經營基礎與優勢。企業應檢視可利用的有限資源，審慎評估發展節奏，尋求最大可能性發展。中、小型企業若有發展成本上的考量與限制，應以更兼容開放的態度，考慮與第三方虛擬資訊平台與支付系統業者進行合作，避免資源的分化與浪費。企業主須擁有更寬廣的思維與胸襟，以創造更新、更好、更完備的核心價值為目標，保持企業在虛實整合模式中應具備的彈性與耐力，不斷強化並提升企業跨通路顧客服務的能力，最終同時帶動兩端營運效益，才真正達成虛實整合經營目標。

Click and Mortar Business Model is a business model integrated virtual and physical channels with the aspects as brands, processes and customers. This concept is not a new topic, since some e-commerce discussion also focused on the integration and development of virtual and physical channels. Due to the boom of mobile device applications in recent years, mobile networking features blurred the boundaries between virtual and physical channels even more. By the success of the gradually increased actual virtual and physical integration business model cases, it is generally considered that a successful virtual and physical integration can improve customers’ satisfaction, and bring high operational efficiency for enterprises. However, the synergy applications and benefits by the integration must rely on the “integrating” skill of operators to bring it to the reality. Since there is necessity of integration, there must be differences occur between virtual and physical channels, which mean the companies can’t directly copy the original set store management experience to another type of channels.
The subject of the case study is a company in tourism services industry and the in-depth understanding of this single case was gained through secondary data collection and in-depth interviews. Discussions were done on the case study company’s synergy applications and benefits brought by the business model after virtual and physical integration, hoping to propose good suggestions to companies facing virtual and physical integration operation.
Studies have shown that whether there is integrate or separate virtual and physical channel integration model when implementing, there are both advantages and disadvantages. Therefore, the very first consideration is how to approach the suitable integrating level to company itself. Virtual and physical channel integration can’t be succeed in at the first try and its development effectiveness can’t appear in a short time, either. Thus, companies cannot process virtual and physical channel integration with the concept of channel expansion by corresponding tendency. If so, the company will fall into the myth of integration and lost the operating basis and advantages of the original physical store. Companies should check the limited resources available, carefully assess the pace of development and seek for the possibility of maximized development. If there is development cost considerations and limitations in small and medium enterprises, they should be more compatible with an open mind and consider the collaboration possibility with the third-party virtual information platforms and payment systems industry to avoid differentiation and resource wasting. Business owners must have a broader thinking and mind in order to have creating newer, better and more comprehensive core values as the goal to keep the flexibility and endurance a company should have during virtual and physical integration model. The company should also be supportive to have the management team develop better management capabilities and have high control skill on both virtual and physical channels and continuously strengthen and enhance the company’s cross-channel customer service ability to ultimately activate the operational efficiency of both ends at the same time and actually reach the business goals of virtual and physical integration.

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