近年來，網路購物盛行，實體通路面臨網路購物的挑戰導致來客數提升愈來越不容易，再加上2020年新冠疫情的影響之下消費者愈來愈減少出門買東西，網路購物成了新常態，傳統實體通路商店如果不做些改變和轉型，恐怕避免不了受到衝擊，造成營運上更大的壓力，而實體通路該怎麼改變經營方式才能夠繼續吸引客流、提升來客數以及營業收入，而不被虛擬購物的浪潮打敗呢？

本研究藉由D公司在2021年執行經濟部商業司SIIR - 服務業創新研發計畫的過程，採用詮釋型個案研究方法，探討實體通路業者在會員管理數位轉型上之歷程，並試著引導出其實務意涵:實體通路業者透過善用數位工具，建構價值共創的會員管理平台，確實能夠提升其營運績效，提高顧客回購率與通路價值，達到降低成本，提升效益的效果。

In recent years, online shopping has become popular, and physical channels are facing the challenges of online shopping, which makes it more and more difficult to increase the number of visitors. In addition, under the influence of the new crown epidemic in 2020, consumers are less and less willing to buy things in physical stores. Online shopping has become the new normal. If the traditional brick-and-mortar stores do not make some changes and transformations, they will inevitably be impacted, causing greater pressure on their operations. How should brick-and-mortar stores change their business methods to continue to attract customers, increase the number of customers, and increase business. Income without being beaten by the wave of virtual shopping?

By looking into the process of Company D's implementation of the SIIR - Service Industry Innovation R&D Program of the Department of Commerce of the Ministry of Economic Affairs in 2021, this study adopts an interpretive case study method to explore the process of the digital transformation of membership management by the brick-and-mortar channel operators, and tries to lead the way. Its practical implication: By making good use of digital tools and constructing a value-co-created membership management platform, physical channel vendors can indeed improve their operational performance, increase customer repurchase rate and channel value, reduce costs and improve efficiency.

Albadvi, A., & Shahbazi, M. (2010). Integrating rating-based collaborative filtering with customer lifetime value: New product recommendation technique. Intelligent Data Analysis, 14(1), 143-155.
Baxter, R. K. (2015). The Membership Economy. Find your Super Users, Master the Forever.
Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. v. (2013). Digital business strategy: toward a next generation of insights. MIS quarterly, 471-482.
Bowersox, D. J., Closs, D. J., & Drayer, R. W. (2005). The digital transformation: technology and beyond. Supply Chain Management Review, 9(1), 22-29.
Eller, R., Alford, P., Kallmünzer, A., & Peters, M. (2020). Antecedents, consequences, and challenges of small and medium-sized enterprise digitalization. Journal of Business Research, 112, 119-127.
Kotler, P., & Keller, K. L. (2006). Marketing management 12e. New Jersey, 143.
Liu, B. (2011). Web data mining: exploring hyperlinks, contents, and usage data (Vol. 1): Springer.
Lucas Jr, H., Agarwal, R., Clemons, E. K., El Sawy, O. A., & Weber, B. (2013). Impactful research on transformational information technology: An opportunity to inform new audiences. MIS quarterly, 371-382.
Mazzone, D. M. (2014). Digital or death: digital transformation: the only choice for business to survive smash and conquer: Smashbox Consulting Inc.
Morakanyane, R., Grace, A. A., & O'Reilly, P. (2017). Conceptualizing Digital Transformation in Business Organizations: A Systematic Review of Literature. Bled eConference, 21.
Prahalad, C. K., & Ramaswamy, V. (2004). Co-creation experiences: The next practice in value creation. Journal of interactive marketing, 18(3), 5-14.
PwC, D. T. (2013). der größte Wandel seit der industriellen Revolution. Frankfurt, PricewaterhouseCoopers.
Sanders, R. (1987). The Pareto principle: its use and abuse. Journal of Services Marketing, 1, 37-40.
Schallmo, A., & Daniel, R. (2018). Digital Transformation Now! Guiding the Successful Digitalization of YourBusiness Model: Springer.
Schallmo, D., Williams, C. A., & Boardman, L. (2020). Digital transformation of business models—best practice, enablers, and roadmap. In Digital Disruptive Innovation (pp. 119-138): World Scientific.
Smith, A. (1987). The Essential Adam Smith: WW Norton & Company.
Vargo, S. L., & Lusch, R. F. (2016). Institutions and axioms: an extension and update of service-dominant logic. Journal of the Academy of marketing Science, 44(1), 5-23.
余珊蓉. (2021). 金融業數位轉型國際發展趨勢. 國立政治大學碩士論文, 台北市. Retrieved from https://hdl.handle.net/11296/n2a9ut
吳熙哲. (2021). 物業管理產業經營管理策略之研究－以A公司為例. 國立臺灣大學, Available from Airiti AiritiLibrary database. (2021年)
李稳. (2015). 连锁企业会员营销研究. [Research of Member Marketing in Chain Enterprises]. 湖北文理學院學報, 36(10), 37-39.
林金定, 嚴嘉楓, & 陳美花. (2005). 質性研究方法: 訪談模式與實施步驟分析. 身心障礙研究季刊, 3(2), 122-136.
洪宗賢. (2019). 電商社群平台會員制活化之研究 ─以丹爸社群電商團購平台為例. 國立高雄大學碩士論文, 高雄市. Retrieved from https://hdl.handle.net/11296/773wab
徐靜鈴. (2020). 蔡氏精釀啤酒的商業模式研究. 國立臺灣大學碩士論文, 台北市. Retrieved from https://hdl.handle.net/11296/z445qx
高淑鑾. (2008). 會員制關係行銷活動對會員行為與意向之影響－心理態度之中介效果. 國立臺灣大學博士論文, 台北市. Retrieved from https://hdl.handle.net/11296/9tpa4w
陳民祐, & 王建富. (2013). 臺鐵會員制再深化－利用資料探勘技術訂定忠誠計畫規則. [Mining TRA's Transaction Data for Loyalty Program Rules]. 運輸計劃季刊, 42(3), 221-245.
陳奕廷. (2021). 實體零售業之數位轉型、平台策略與商業生態系標竿研究. 國立臺灣大學碩士論文, 台北市. Retrieved from https://hdl.handle.net/11296/qdeq69
曾郁茜. (2018). 從會員經濟看電動機車共享商業模式. 機械工業雜誌(418), 76-80.
黃瑞琴. (1997). 質的教育研究方法 (Vol. 24): 心理出版社.
劉又甄. (2019). 全通路內涵、效益與發展策略之個案研究 — AISAS模型與美妝品牌的應用. 國立臺灣大學碩士論文, 台北市. Retrieved from https://hdl.handle.net/11296/7p483m
劉光凱. (2021). 連鎖餐廳顧客流失與顧客貢獻度之研究. 輔仁大學碩士論文, 新北市. Retrieved from https://hdl.handle.net/11296/srcw29
蔡元鈞. (2020). 共享機車服務之信用評分應用. 國立臺灣大學碩士論文, 台北市. Retrieved from https://hdl.handle.net/11296/3g6q9e

網站參考資料:
數位時代https://www.bnext.com.tw/article/51783/line-linetoday-linestore-sticker
經濟部統計處網站:
https://www.moea.gov.tw/Mns/dos/content/Content.aspx?menu_id=6831
hububble數位轉型顧問公司網站:
https://www.hububble.co/blog/digitaltransformation