隨著科技不斷快速進步的同時，並在數位匯流與高速通訊網路技術的發展下，多媒體資訊衍生了許許多多的應用，且由於載具的不斷創新，使得我們看電視不需局限在電視機前、看報不用弄得滿手油墨、看書也不需帶著沈重的書本、聽音樂也不用為了一首歌而花費大錢買一堆自己沒興趣聽的音樂等等。這些科技帶給人類更便利、更舒適的生活，也帶給企業運用科技創新建立了許多經營模式(business model)的機會，成功掌握機會的企業取代或瓜分了原有市場領先者的市場大餅，成為新的競爭者。 過去零售流通產業中，以「品牌連鎖通路」的經營模式企業佔有廣大的市場佔有率，為市場成功經營模式之ㄧ，但近年來於由網際網路科技的興起電子商務經營模式(e-business model)正快速的改變零售流通產業的風貌。 本研究主要以研究「線上音樂之經營模式」與「破壞性創新」二部份，試以Apple 之iTunes Music Store 之成功經營案例進行個案研究，再以創新理論分析其成功原因及其是如何產生破壞性創新。而因為數位化本身將會與資訊科技的整體環境進行連鎖反應，因此會形成許多不同的通路機會，帶來許多具破壞性創新經營模式的機會。 有鑑於國內外的競爭環境日益激烈，而掌握創新的機會可能帶來成功的契機，本研究希望透過有系統的個案研究，為自身企業在結合國內政府推動數位產業的大環境之下，找到成功的方向。故本研究之目的為： 一、暸解國外itunes music store 的企業經營模式如何產生破壞性的創新，進而成為市場的領導者。 二、瞭解國外Amazon 網路書店企業經營模式如何產生破壞性的創新，進而成為市場的領導者。 三、瞭解國內博客來網路書店企業經營模式如何產生破壞性的創新，進而成為市場的領導者。 四、瞭解電子商務特性對出版通路的影響。 五、在電子書的發展的機會下，提出現有出版通路可能的發展策略與方向。 / Due to the rapid development of high-speed information communication technology and digital convergence, there are more and more multimedia systems and applications. With the media innovation, we are no longer limited to watching TV only on televisions. We don’t need to get our hands with inks while reading newspapers. We don’t need to bring heavy books for reading. Moreover, we don’t need to pay lots of money to get a CD to hear only one favorite song. These technologies make people’s lives more easily and more comfortable, and they also supply the foundation for new business models based on technology innovation.Companies which catch the opportunities start to gain market shares and may even replace the existing market leaders. In the retailing industries, companies with the business models of brand chain stores had large market shares, and this business model was one of the successful business models in the past. However, in the recent years, with the Internet technology, e-business models are changing the retailing industries rapidly. Our research is focused on business models of on-line music and destructive innovation . First, we did a case study to analyze the success of the business model of Apple iTunes music store. Then, we analyzed why it succeeded and how the disruptive innovation occurred. According to the diagnostics, digitalization itself will have the chain reactions with the overall information technology environments. These reactions bring lots channel opportunities. These channel opportunities offer the likelihoods of creating disruptive growth. With the fierce global competitions, companies are eagerly seeking innovation opportunities. Our research aims to offer both the enterprises and the government the direction to success in the digital industries based on systematical case studies. The purposes of our research are as follows: 1. to analyze the business model of Apple iTunes music store, how the disruptive innovation occurs, and why Apple iTunes music store becomes the market leader in USA; 2. to analyze the business model of Amazon on-line book store, how the disruptive innovation occurs, and why Amazon on-line book store becomes the market leader in USA; 3. to analyze the business model of books.com.tw on-line book store, how the disruptive innovation occurs, and why books.com.tw on-line book store becomes the market leader in Taiwan; 4. to analyze the impacts of e-commerce on publishing industries; 5. to offer the possible e-book strategies and directions to existing publishers.

2008 年擁有158 年歷史的美國投資銀行，雷曼兄弟控股公司( Lehman Brothers Holdings Inc. )的破產，掀起全球性的金融風暴，進而促使全球經濟同時性大衰退。 曾經是美國、甚至全球最大的企業的通用汽車也蒙受嚴重波及，而宣告破產重整。 百年歷史的GM 公司的倒閉，使得『企業規模越大，越不會倒閉』的傳統觀念破滅 了！根據統計，一般企業的壽命，約在30 年，而世界上仍有許多維繫超過百年甚至 更久遠的企業。促使那些擁有百年歷史的企業，永續經營特質是什麼? 回顧1990 年，普拉哈(C.K. Prahalad) 和蓋瑞‧哈默爾 (Gary Hamel) 於「哈佛商 業評論」上發表了企業核心競爭力（Core Competence）模型的論文以及唐納．薩 爾 (Donald N. Sull) (2003) 在「成功不墜」所闡述企業永續經營模型。還有，日本 京都大學經濟學研究所的末松千尋教授於2002 年提出京都企業經營模式研究論 述。三者構成本論文研究的理論模型基礎架構。藉由NEC 的個案，以質化個案研究 的方式，對照這個模型架構，探討NEC 公司永續經營的特質，印證本理論架構基礎 的實用性與完整性。研究成果將可提供國內企業，邁向國際化、全球化、永續經營 上策略思考之參考。 本研究從NEC 個案中獲得企業永續經營準則、永續成功經營模式為： 一、 擬訂企業策略發展意圖，建構企業願景。 二、 藉由不斷創新，建構企業核心競爭能力。 三、 認識企業存在的意義，重視顧客滿意。 四、 建立開放平台，與供應商的水平分工。 五、 隨著經營環境變遷，勇於適時變革。 關鍵字：永續經營特質，企業核心競爭力，企業經營模式，成功經營模式 / A 158- year-old firm, the 4th largest investment bank in the USA, Lehman Brothers Holdings Inc. announced its bankruptcy in 2008.Rapidly stirred up a global financial credit crisis and became to a worldwide economic recession concurrently. The ever being biggest company in the USA and even in the world, General Motors Corporation was engulfed seriously and finally also sank into bankruptcy protection by the economic recession. Even having hundred years history company like GM Corp. was forced to reorganize by bankruptcy protection. The traditional concept, 「The larger of the scale of a company the less possibilty of the company will collapse」,was ruined！According to some statistics a company can last for about 30 years for average. But there are still many firms lasting for more than hundred years in the world. What is sustainable managerial essence of those firms? Let us review their theses of core compentence of the corporation in the article of Harvard Business Review in 1990 by Mr. C.K. Prahalad and Mr. Gary Hamel. and the theses of company`s sustainable managerial model in the book of「Revival of the Fittest」in 2003 by Mr. Donald N. Sull. Also let us review the theses of 「Kyo-siki strategic business model」in 2002 by Mr. Chihiro Suematsu, Professor of Kyoto University Graduate School of Economics. These three above expounding form the basic model of theory of this research. By the case study of NEC Corporation, taking antithesis of these expounding, a case study of qualitative research oriented, tries to find sustainable managerial essence of NEC and to prove the practicality and the completeness of the basic model of theory of this research. The research thesis is trying to offer some strategic references to the company in Taiwan during creating its sustainable managerial essence for company on the way of internationalization and globalization of company. From this research of NEC case study it has found some conclusions about company`s sustainable managerial priceples or company`s sustainable successful business model as the followings： 1. Implementing strategic intents and setting up visions for the company. 2. Building core competencies for the company by constant innovations. 3. Realizing the meanings of company`s existence and taking customer satisfaction as the first priority. 4. Constructting an open platforms for business collateral integration with vendors and partners. 5. Being brave in timly transfoming for the company fitting changes of the business environment. Key Words：sustainable managerial essence，core competence，managerial model，sustainable successful business model

根據經濟部中小企業處的統計，至民國102 底止，台灣共有1,363,393 家登 記在案的公司，其中，約有97%的公司屬於中小型企業，也就是說，台灣要創造 下一波經濟成長，提升台灣的整體競爭力，勢必與「中小型企業」的管理有很大 的關係。如何推動中小企業成功，中小企業該如何管理，才是台灣最需要重視的 議題。 因此，本研究藉由策略行銷分析架構與«隱形冠軍»一書中所發展之中小企業 成功模式，以質化的個案研究方式，透過密集的訪談了解台灣某一中小型企業－ W 公司之經營模式，並據以分析中小型公司如何制定策略、累積內部競爭力，如 何處理與顧客間交易所衍生的策略成本－外顯單位效益成本、資訊搜尋成本、道 德危機成本、專屬陷入成本，找出W 公司所必頇處理的關鍵問題，並給予營運上的建議。本研究也詴圖將隱形冠軍的內容與策略行銷架構結合，歸納成一整合的 中小企業經營模式，希望能對中小企業的經營發展做出貢獻，並作為中小企業制 定策略、檢視營運之參考。