Abstracts

Within five decades internet evolution timeframe since 1969, the electronic commerce (E-Commerce) business type has been created for business to business (B2B), business to consumer (B2C), and on-line to off-line (O2O) transactions. The O2O business type has been manipulated rapidly as the omnichannel for product and service promotion rather than went through on line shop and physical store separately. However, the horizontal and vertical channel conflict happens and price discrimination does impact customers purchasing behavior; hence the product market share and brand image will be influenced.This research demonstrates the single case of Haier who creates a value co-production O2O business model for its brick-and-mortar channel, on line store and Haier itself according to Yin (2009)s case study methodology of embedded single case. The author figures out the weakness and strength of Haiers exclusive shop, on-line store and manufactory; compares Haiers operating performance with other home appliance key players for verifying the outcome of Haiers each second curve (Charles Handy, 1995) business strategy and the stage of Haiers corporate life cycle (Ichak Adizes, 1988) from the business reformation.The purpose of Haier to establish the business strategy through social media Wechat is to create a value co-production ecosystem for its on-line store, exclusive shop, customers and themselves for avoiding the channel conflict and beneficial for corporate stakeholders. This case study shows the idea to the company to assimilate this business model to current model then transforming to new model for business growth; provides the example to indentify the value proposition, value configuration, value finance, and value architecture of the ecosystem under Al-Debei & Fitzgerald (2010)s V4 business model ontological structure.Advisors/Committee Members: Tzyh-Lih Hsia (chair), Yi-Cheng Chen (chair), Jen-her Wu (committee member).