虛實整合成為電子商務發展關鍵。但是，許多企業發現在虛實整合過程中遭遇許多困難。過去文獻說明虛實整合之成功關鍵是策略、通路、系統等方面的綜效，分析許多虛實整合不當的原因，但我們仍不清楚虛實應該如何整合？本研究探討企業如何進行虛實整合以提供消費者創新服務體驗。本文選擇特力集團為研究對象，它是台灣較早發展虛擬商店的零售商。本研究說明虛實整合過程中的三種衝突現象：人員衝突、知識衝突、流程衝突。並整理出四種虛實整合方法，包含虛實整合之相得益彰、虛實整合之化繁為簡、虛實整合之如虎添翼、虛實整合之以少制多，點出對虛實整合企業的實務意涵。

Previous researches focused on the importance, strength, complementarity, strategy from online to offline (O2O). Some studies use business model perspective to investigate the strategy from online to offline. Other researches use channel conflict perspective to explain the failure from online to offline. This research focused on the case study of Testrite Group to investigate how enterprise provides customers innovative service experience from online to offline (O2O). We found three conflict types during the O2O process: employee conflict, knowledge conflict and process conflict. In addition, we found four O2O types and some mechanisms to solve the conflicts.

過去許多國內外的企業強調虛實整合的重要性，規劃虛實整合策略，如Office Depot 的無縫接軌策略、KB Toys 的合資策略、Rite Aid 的虛擬夥伴策略等。本研究發現這些虛實整合的個案跨越不同產業。因此，本研究在虛實整合過程中說明三種衝突現象：人員衝突、知識衝突與流程衝突。這些衝突現象不僅會在零售業發生，也可能在銀行業、出版業、醫療產業、服飾業、音樂產業等不同產業發生。另外，本研究整理四種未來特力集團可以採用的虛實整合作法，包含虛實整合之相得益彰、虛實整合之化繁為簡、虛實整合之如虎添翼、虛實整合之以少制多，也可以供其他產業類別之企業個體，欲規劃虛實整合專案時作為參考。 許多實體通路想要進入虛擬通路的痛苦點，在於想要分割虛擬和實體商店客群。本研究發現，實際上顧客屬性是無法分割的。未來想要建構虛實整合的企業，應該要從商品或價格去區分市場。如3C 產品、清潔劑等商品，可透過虛擬商店大打折扣戰搶攻市場占有率。而對於具有獨特性、高價值產品，如戶外家具、床墊等，這些需要專業服務、詳盡說明及顧客親身體驗，才能感受商品品質，則應該將折扣空間保留在實體商店進行促銷販售之用。 虛擬商店擁有豐富的顧客巨量資訊。由消費者的登入註冊、輸入基本資料、瀏覽網頁的路徑、每個頁面的停留時間、消費者的點擊次數、商品的銷售量、消費者每次消費紀錄等。藉由顧客資料探勘，虛擬商店更能了解消費者的背景屬性、喜好、需求等，未來可進行一對一行銷，針對不同消費者推薦適合的商品。虛擬商店充分得知線上購物的消費者輪廓，可以經由活動設計，將這些線上顧客吸引至實體商店。同樣的，實體商店可以藉由掃描型錄、廣告看版或商品QRcode 等設計，將線下客戶吸引至線上消費。 政府機關如經濟部工業局、商業司、中小企業處、資策會等，積極推廣虛實整合、電子化、虛擬化的計畫與專案。本研究發現三種衝突現象：人員衝突、知識衝突與流程衝突。另本研究整理四種虛實整合作法，包含虛實整合之相得益彰、虛實整合之化繁為簡、虛實整合之如虎添翼、虛實整合之以少制多，可以提供未來希望進行虛實整合企業，了解在虛實整合過程中創新服務體驗的設計。

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