酷漫居从传统模式到O2O模式的转型
案例编号：
CN_2015XXXTYDZSW_8729
被浏览次数：
2045
案例名称：
酷漫居从传统模式到O2O模式的转型
译名：
The Transformation of Comagic into an Online-to-Offline Business
案例作者：
毛基业、谢康、肖静华
作者单位：
中国人民大学、中山大学
译者：
-
案例企业：
广州酷漫居动漫科技有限公司
行业：
制造业
学科领域：
信息系统与电子商务、其他
规模：
中小型
案例语种：
中文
案例类型：
微案例
中文关键词：
线上到线下（O2O）、商业模式、组织变革、动态能力
英文关键词：
SOnline-to-Offline (O2O), e-Commerce, Entrepreneurship, Mass customization, Business model, Organizational change, Dynamic capabilities
中文摘要：
本案例描述酷漫居从其前身传统办公家具企业到基于线上到线下（O2O）模式的儿童动漫家具企业的艰辛转型过程，以及转型后的巨大成功。本案例通过描述公司背景和几轮重大战略调整和组织变革的过程，说明传统制造业企业向电子商务转型的路径和关键成功要素。
英文摘要：
his teaching case describes the difficult struggles that Comagic went through in successfully transforming itself from a manufacturer of traditional office furniture into an Online-to-Offline (O2O) platform that designs, markets, and sells child furniture based on popular cartoon figures. Founded in 2008, Comagic launched into e-Commerce in 2011 after the initial success of its products in the market. However, this endeavor resulted in a resounding failure, because of its traditional mass production and logistics that did not fit e-Commerce. In response, Comagic revamped its mode of production, based on results of market research, by switching to mass customization that combines standardized product structure and parts, customized appearance, and do-it-yourself assembly. In addition, Comagic also upgraded product packaging, adopted single-order delivery, and improved supply chain management. However, the ensuing success of online business in 2012 created a channel conflict, which led to a rebelling by the dealers. Comagic responded with another round of transformation and gradually developed its O2O business model, As a result, Comagic sold over 28 million products during the double-eleven (November 11th) online shopping festival in China. This case aims to illustrate the path and critical success factors for firms in traditional manufacturing to make the transformation to e-Commerce.
适用对象：
本科生、MBA、EMBA
编写方式：
采编
开发时间：
2014
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