全球經濟的繁榮與發展，改變現代人的生活作息與習慣，更因此由傳統的實體通路改變蘊育出虛擬通路的交易模式，其中又以「電視購物」的產值佔最大，其發展也最為快速，更因此同步帶動了相關產業的發展及商機。本研究以歐美虛擬通路市場之供應商─K公司為研究之主體，採用質化個案研究法，探討K公司的營運狀況、管理模式。
K公司供貨予歐美國家虛擬及實體的多元通路商，包含虛擬的電視廣告、電視購物、型錄郵購、網路以及實體的零售賣場、百貨公司等。主要產品分為九大類：電器、健身、花園、家庭、廚房、個人護理用品、工具、環保及其他，產品多樣化，為降低生產成本，建置了自有生產基地和整合上下游廠商，並藉由通路的佈局，以及物流、金流的操作及運用，使K公司由生產到銷售緊密串連及結合。
經由個案分析後，其結論歸納如下：有鑑於全球虛擬通路的盛行，更因此帶動K公司的發展，也因K公司掌握了多元通路商之優勢，使產品行銷及廣告效益可延續下一個通路，也因此為下一階段之通路創造另一波銷售佳績，同時也透過供應鏈整合效益的呈現，和策略創新的運用及配合，創造K公司穩定成長獲利的績效。K公司的競爭力仍仰賴企業經營之策略、模式，以及適時隨著環境做出有效的因應及調整。K公司擁有虛擬通路興起的外在環境優勢，以及多元化的銷售通路、供應鏈的整合、價值鏈提升、強化之組織及執行力，以及產品及服務創新策略等內在環境優勢，並且極力執行整體策略運用及模式建立，足以顯示為影響K公司通路市場持續穩定成長獲利及保持優勢競爭力之關鍵因素。

Prosperity and development of the global economy change the lifestyle and habits of modern people, transform the traditional physical channel into the trading pattern of virtual channel, among which “TV Shopping” accounts for the largest output value and develops most rapidly, and synchronously drive the development and business opportunities of related industries.This study selects K Company, a virtual TV channel supplier engaging in the markets of Europe and the United States, as the research subject, and adopts qualitative study method to explore K Company’s current operating conditions, business strategy, and management model.
K Company offers diverse channels to Europe and the United States, including virtual TV commercials, TV shopping, catalog mail order, internet, physical retail stores, department stores, etc. The main products can be divided into nine categories, namely, appliances, fitness, garden, home, kitchen, personal care products, tools, environmental protection and others. K Company built up its own production base and integrated upstream and downstream manufacturers in order to reduce production costs and achieved the closest connection and combination from production to sales end through the layout of channel as well as the operation and use of logistics and cash flow.
The main findings in the research are summarized as follows. The global prevalence of virtual channels drives the development of K Company. Since K Company grasps the advantages of diverse channels, its product marketing and advertising effectiveness can be continued to next channel thus creating another wave of sales achievement. Meanwhile, the presentation of integrated efficiency of supply chain as well as the use and coordination of strategies innovation let K Company grow and earn profit steadily. The main competitiveness of K company relies on its excellent business model to manage effective operation and adjust with the changing of environment. K Company possesses external environment advantage for the rise of virtual channels as well as inherent environmental advantage, such as diversified sales channels, the integration of supply chain, the enhancement of value chain, strengthened organization and execution, and product and service innovation strategies, trying to perform the whole strategies and building models, all of which are proven to be the key factors that make K Company’s channel markets continue to grow and earn profit steadily and maintain  advantage competitiveness.

目錄
第一章 緒論1
第一節 研究背景及動機2
第二節 研究目的4
第三節 研究流程與論文架構5
第二章 文獻探討8
第一節 電視購物產業環境探討9
第二節 電視購物供應鏈文獻之探討17
第三節 電視購物供應商經營策略模式25
第四節 電視購物供應商關鍵成功因素27
第三章 研究方法31
第一節   個案研究法	31
第二節   資料搜集方法33
第三節   資料分析方法39
第四章 電視購物供應商個案介紹41
第一節 公司背景41
第二節 公司營運概況及發展43
第五章 個案經營模式探討51
第一節 K公司之供應鏈管理51
第二節 K公司經營模式之探討56
第六章 結論與建議65
第一節 研究結論65
第二節 研究限制66
第三節 研究建議67
參考文獻69
中文部份69
英文部份72
附錄-訪談記錄78
圖目錄
圖1-1  研究流程圖6
圖2-1  無店面零售業營業額及成長趨勢圖14
圖2-2  企業過去供應鏈經營模式20
圖2-3  整合型供應鏈管理21
圖2-4  電視購物之運作流程23
圖2-5  「東森購物」供應鏈模式24
圖2-6  電視購物行業供應鏈結構25
圖3-1  收斂多重證據來源35
圖4-1  K公司組織架構圖43
圖4-2  K公司銷售通路別45
圖4-3  K公司電視購物通路年度銷售統計圖表46
圖5-1  K公司區域產品之供應商52
圖5-2  K公司個案公司通路供應鏈模式55
圖5-3  K公司產品創新來源57
圖5-4  K公司通路策略圖62
圖5-5  K公司組織架構圖64
表目錄
表2-1  2005-2007年德國電視購物頻道前4大公司營運表現一覽表11
表2-2  電視購物台一覽表17
表2-3  關鍵成功因素-行業29
表2-4  關鍵成功因素-識別技術30
表3-1  個案研究六種證據來源:優缺點對照表34
表3-2  訪談對象一覽表37
表3-3  深度訪談問題大綱38
表4-1  K公司產品分類44
表4-2  K公司SWOT分析表50

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