Basic Search / Detailed Display

Author: 蔣菲菲
Jovita Guntara Sudarsono
Thesis Title: 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
Advisor: 劉代洋
Day-Yang Liu
Committee: Chun-Nan Chen
Chun-Nan Chen
Hsin-Fang Hsu
Hsin-Fang Hsu
Degree: 碩士
Master
Department: 管理學院 - 管理學院MBA
School of Management International (MBA)
Thesis Publication Year: 2018
Graduation Academic Year: 106
Language: 英文
Pages: 64
Keywords (in Chinese): StrategyRed Ocean StrategyBlue Ocean StrategyValue Innovation
Keywords (in other languages): Strategy, Red Ocean Strategy, Blue Ocean Strategy, Value Innovation
Reference times: Clicks: 437Downloads: 3
Share:
School Collection Retrieve National Library Collection Retrieve Error Report
  • 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

    Chandler, S. (2013, 03 12). The Hidden Benefits of Social Media Marketing. Why Your Strategy May be Working Better Than You Think .
    Chang, S. C. (2010). Bandit Cellphones: A Blue Ocean Strategy. Technology in Society , 219-223.
    Chen, Y. S., & Lin, N. J. (2008). The Positive Effect of Relationship Learning and Absorpyive Capacity on Innovation Performance and Competitive Advantage in Industrial Markets. Industrial Marketing Management , 38.
    E-Commerce Foundation. (2016). Global B2C E-Commerce Report 2016. E-Commerce Foundation.
    Das, K., Gryseels, M., Sudhir, P., & Khoon, T. T. (2017). Unlocking Indonesia Digital Opportunity. Jakarta: McKinsey Indonesia.
    Deloitte. (2017). Global Power of Luxury Goods 2017: The New Luxury Consumer. Deloitte.
    Digman, J. M. (1990). Personality Structure: Emergence of the Five Factor Model. Annual Review of Psychology , 41, 417-440.
    Ghiasmand, M., Pour, M. M., Majlesi, L., Saber F, Hariri, A., & Pourkhaef, M. (2013). E-Commerce: A Theorotical Approachan Overview of the Research Conducted in Iran. Interdisciplinary Journal of Contemporary Research in Business .
    Hersh, M. A., & Abusaleem, S. K. (2016). Blue Ocean Strategy in Saudi Arabia Telecommunication Companies and Its Impact on the Competitive Advantage. Journal of Accounting & Marketing .
    Johannessen, J. A., Olsen, B., & Lumpkin, G. T. (2001). Innovation as Newness: What is New, How New, and New to Whom? European Journal of Innovation Management , 20-31.
    Johnson, G., Scholes , K., & Whittington, R. (2008). Exploring Corporate Strategy. New York: Financial Times Prentice Hall.
    Kim, W. C., & Mauborgne, R. (2005). Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Harvard Business School Publication .
    KPMG International. (2017). The Truth about Online Consumers. KPMG Iternational.
    Krinsky, R., & Jenkins, A. C. (1997). Collide: When the Uneasy Fusion of Strategy and Innovation. Strategy & Leadership , 37-41.
    Lumpkin, G. T., & Dess, G. G. (1996). Clarifying The Entrepreneurial Orientation Construct and Linking it to Performance. Academy of Management Review , 135-172.
    Matthyssens, P., Vandenbempt, K., & Liselore, B. (2006). Value Innovation in Business Markets: Breaking the Industry Recipe. Industrial Marketing Management , 751-751.
    Mckeown, M. The Truth About Innovation. London: Pearson.
    Mcnichols, T. J. (1977). Executive Policy and Strategic Planning. Bloomington: McGraw-Hill.
    PWC. (2017). 10 Retailer Investments for an Uncertain Future. PWC.
    Parvinen, P., Aspara, J., Hietanen, J., & Kajalo, S. (2011). Awareness, Action and Context-Specity of Blue Ocean Practices in Sales Management. Management Decision , 1218-1234.
    Schendel, E. D., & Hofer, W. C. (1979). Strategic Management: A New View of Business Policy and Planning. New York: Little, Brown & Company.
    Setijono, D., & Dahlgaard, J. J. (2007). Customer Value as a Key Performance Indicator (KPI) and a Key Improvement Indicator (KII). Measuring Business Excellence , 44-61.
    Singapore Post. (2014). Indonesia's E-Commerce Landscape 2014: Insight into One of Asia Pacific's Fasterst Growing Markets. Singapore Post.
    The Nielsen. (2017). What's In-Store for Online Grocery Shopping: Omnichannel Strategies to Reach Crossover Shoppers. The Nielsen.
    http://www.bisnis.liputan6.com/read/716464/orang-orang-kaya-di-indonesia-uangnya-buat-beli-apa
    http://www.brandindex.com/ranking/indonesia/2017-index/category/e-commerce-and-m-commerce
    http://www.businesswire.com/news/home/20160718005552/en/Jewellery-Records-316-Billion-Sales-2016-15
    https://www.forbes.com/sites/deborahweinswig/2016/04/14/as-fine-jewelry-moves-online-the-market-sparkles/#48e8b68e74ae
    https://www.forbes.com/sites/greatspeculations/2014/11/24/ebay-through-the-lens-of-porters-five-forces/#1915dfe7dd14
    http://www.fortune.com/2016/02/04/most-valuable-companies-fortune-500-apple/
    https://www.gold.org/about-gold/gold-demand/sectors-of-demand
    https://www.orori.com
    http://www.sbma.org.sg/indonesia-gold-market/
    https://www.shopify.com/enterprise/global-ecommerce-statistics
    https://www.statista.com/outlook/243/120/ecommerce/indonesia
    https://www.statista.com/statistics/534123/e-commerce-share-of-retail-sales-worldwide/
    http://www.thejakartapost.com/news/2016/10/26/avid-internet-users-fuel-indonesia-e-commerce.html
    http://www.thejakartapost.com/news/2017/02/21/euromonitor-international-says-indonesian-jewelry-industry-to-grow-until-2021.html
    https://www.worldatlas.com/webimage/countrys/asfacts.htm

    無法下載圖示
    Full text public date This full text is not authorized to be published. (Internet public)
    Full text public date 2020/01/19 (National library)
    QR CODE