數位內容是政府推動「兩兆雙星」的明星產業之一，其中數位出版與典藏即屬其八大領域之一，具有發展知識經濟的指標意義。政府投入十多年來，業界對於市場潛力仍抱持觀望態度。直到2007年數位出版產業出現革命性之創新商業模式:亞馬遜網路書店(Amazon)推出整合內容、服務、與通訊之電子書專屬閱讀器Kindel，其熱銷佳績，引起各界矚目，亦證明了「閱讀，確實能成為產品之基礎」。 在網際網路與數位化的衝擊下，出版產業價值鏈由於數位內容的大量湧現，使得整個產業需要進行架構性的轉型。除了出版業者遭遇數位化轉型壓力，數位出版產業亦加入不少新成員:如網路作家、行動通訊業者、資訊硬體廠商等…臺灣具有生機勃發的出版產業與厚實的科技研發技術，在數位出版領域之發展可謂兼備軟硬實力。但在公私部門陸續投入之下，目前仍未出現成熟之商業模式，亦不見殺手級產品之應用。在此情勢中，同異業之間的合縱連橫，以及對上下游的策略布局，成為未來數位出版產業發展之重要因素。因此本研究之核心問題為數位出版產業中關鍵參與者之間的互動關係，以及個別對於現況之回應程度。在研究架構方面，則以競合理論(Brandenburgeran & Nalebuff, 1996)為主體，從核心企業、顧客、供應商、互補者、競爭者五大角色切入，探究個別業者的策略佈局與動態互動關係。輔以體驗經濟(Pine & Gilmore,1998)中經濟價值遞進的階段性模型，以文獻分析與個案訪談之方法推論出數位出版產業衍變趨勢。本研究結論可歸納為四: 1. 數位出版價值鏈縮短，廠商組成與分工發生質變。如終端閱讀載體業者與電信業者新加入數位出版產業競局；數位內容營運業者成為重要中間商，通路影響力逐漸展現。遭受轉型壓力之上游內容供應業者現階段應採取「雙軌並行」策略。 2. 就產業現況而言，以互補性資源為基礎的小眾異業結盟現象為發展主軸。「創造價值的本質是合作，爭取價值的本質是競爭」則可總結數位出版產業存在之複雜互動關係。 3. 數位出版產業技術融合的結果擴大產業「範圍」，而「參賽者」與「附加價值」為業界普遍使用於改變產業競局之元素。 4. 各類出版品將依其內容性質往核心持續演化出相異之數位表現型式，整體發展趨勢朝向實體紙本之互補品演進，預測數位出版產業將走向虛實整合的體驗經濟。 / Digital content, including digital publishing and archives, is one of the stars in "Two Trillion Twin Stars” industries. Development of digital content industry is in significance of knowledge-based economy. Although government has promoted for more than a decade, the market potential of digital content was unclear and industry players were cautious until the success of Amazon’s “Kindle”. In 2007, Amazon Bookstore launched the revolutionary eBook reader “Kindle” by creating a new business model that brings contents, services, and transmission together. The success of Kindle not only arouses attention from other market players but also proved the feasibility of e-reader products. Under the impact of digitization, the value chain and structure of publishing industry has transformed due to the emergence of large amount of digital content. Content Providers, such as traditional publishers, have experienced much pressure from the digital transition. In addition, new players such as Information Technology & Communication and IT hardware manufacturers have become involved into the industry. The publishing industry in Taiwan has a growing vitality and solid scientific and technological strength, which makes it an ideal environment for the development of digital publishing industry. However, since the business model is not mature and no killer application has emerged yet, the alliances between different parties and interactions of upstream and downstream become key factors of future development of Taiwan’s digital content industry. The core issue of the study is the interaction between key players in digital publishing industry and their evolution status. This study uses Co-Opetition Theory (Brandenburgeran & Nalebuff, 1996) as theoretical framework and analyzes five dimensions of Taiwan’s digital publishing industry. Additionally, Experience Economy Theory (Pine & Gilmore, 1998) is used as reference to forecast the trend of the industry. The purpose of this research is to analyze the layout strategy and dynamic inter-relationship of digital publishing firms by utilizing literature analysis, case study, and deeply interviews. Conclusions of this study can be summarized as following: 1. The value chain of digital publishing has been shortened and the role of market players and their business division have been redefined. For Instance, new players such as Ebook readers’ manufactures and ITC companies are emerging in digital publishing industry, and the influences of integrators and sales channel have been greatly arisen. Therefore, content providers are suggested to take “dual track” strategy to cope with incoming transition pressure. 2. In terms of current situation, the cross-industry alliances are mainly based on complementary resources. To best describe the complex interaction in the digital industry, The complex interaction of the digital industry can be generally described in one sentence, “Cooperation is to create value, while competition is to grasp the value.” 3. The results of technology integration have broadened the scope of digital publishing industry, and "Participants" and "added-value" are elements that can be used to change the competition posture. 4. Digital publication will keep evolving according to their content type, and the trend is toward to make it the complementary goods of paper publications. Moreover, by integrating digital and physical publication, digital publishing industry can be predicted to evolve toward experience economy.

以Web 2.0 模式經營的網站正飛快的成長，這些經營者巧妙地引進外部的開發能力，與顧客或企業夥伴共創價值的商業模式非常值得深究。但國內的學術理論針對Web2.0商業模式發表的論文並不多，對於價值共創的商業模式了解有限，本研究整理並分析實際案例中關於Web2.0價值共創的商業模式的資訊，希望能夠針對價值共創的商業模式提供更系統化的解釋。 本研究架構分為兩個構面，分別為商業模式的解構及分析價值網絡中的價值交換，希望進一步探討的問題如下: 1. Web2.0價值共創的商業模式對參與的顧客和企業夥伴產生甚麼樣的價值? 如何吸引顧客與企業夥伴加入共創? 2. 能夠與顧客或企業夥伴共創價值的Web2.0商業模式中需要具備哪些要素? 3. Web2.0價值共創的商業模式如何創造營收? 本研究結合文獻探討及此研究的目的，獲得以下研究結論: 1. 參與共創為顧客帶來無形價值的滿足，為企業夥伴帶來直接收益或是間接轉移價值的機會; 經營者應維護顧客參與創作的園地，重視社群間互動的基礎滿足感，並且為企業夥伴舖設可以擷取利潤或轉移價值的管道。 2. Web2.0價值共創的商業模式，首先應具備4個基礎架構的建設，分別是(1)共創平台的建立(2)參與規則的建立(3)持續滿足顧客經驗的能力(4)企業夥伴價值轉移的機制。 3. Web2.0價值共創的商業模式中，經由「免付費服務」吸引人潮或潛在顧客加入共創，在營收模式上運用到免費增值的商業模式，藉由一部分的會員付費購買增值的附加商品或訂購產品來營利，或者是藉由第三方廣告商付費的模式，由廣告商付費給經營者以獲取營收。而部分網站經營者會透過發行虛擬貨幣，作為網站交易的媒介，透過參與活動累積虛擬貨幣，類似航空公司的飛行里程獎勵，可以提升會員的忠誠度。 / Websites managed via the Web 2.0 model are currently growing quickly,These managers have delicately introduced external developmental abilities, and the business model that works with clients and corporate partners to create value. However, there are very few domestic researches on the academic theories concerning the Web2.0 business model, and there is limited understanding for the business model of value co-creation. This study organizes and analyzes the information on business models with Web2.0 value co-creation in case study, in order to provide a more systematic explanation for value co-creation business models. The framework of this study is divided into two aspects, which are the deconstruction of business model and analysis of value exchange in the value network. The questions to be explored are as follows: 1. What kind of value does the business model of Web2.0 value co-creation create for participating customers and corporate partners? How to attract customers and corporate partners to participate in co-creation? 2. What are the crucial elements in Web2.0 business models that can co-create value with customers and corporate partners? 3. How does the business model of Web2.0 value co-creation create profit? To the above purposes, this study conducted literature review and acquired the following conclusions: 1. Participation in co-creation provides customers with the intangible value of satisfaction, and brings direct profit or opportunities for indirect transfer of value for corporate partners. Managers should protect the environment for customers to participate in creation, emphasize the basic satisfaction of interaction among social networks, and create channels for corporate partners to gain profits or to transfer value. 2. The business model of Web2.0 value co-creation should have four basic infrastructure established, which are (1) establishment of co-creation platform; (2) establishment of participation rules; (3) the ability to continuously satisfy customer experiences; and (4) mechanisms for value transfer for corporate partners. 3. In the business model of Web2.0 value co-creation, “free services” are used to attract people or potential customers to participate in co-creation, and the operational model utilizes a free value-added business model, in which profit is produced when some members pay to buy value-added products or order products, or when a third-party advertiser pays managers. Some website managers would issue virtual currency as a medium for website transactions. Participation in events accumulates virtual currency which can be used to enhance member loyalty.

資訊服務產業在全球發展十分蓬勃，如:微軟(Mircosoft)、甲骨文(Oracle)和趨勢科技(Trend Mirco)。雖然台灣學界與實務界投入許多資源在資訊和管理方面，但是仍無法像硬體產業蓬勃發展，加上資訊產業各領域已經有許多優秀公司已經鞏固目前市場，且不斷茁壯自己。在日益競爭的環境下，台灣如何在全球化競爭下發揮自身優勢，發展茁壯。因此筆者基於此動機，選定金融資訊服務業當作深入探討與研究主題。 　　本研究透過個案分析法對國內某大型金融資訊服務業者進行產業環境、自身已累積的資源進行分析。而後透過國際行銷程序架構，探討下列的問題：(1)個案公司國際行銷策略形成原因為何？ (2)個案公司如何進行策略聯盟？(3)個案公司進行國際行銷的方式？ 　　總結本研究的分析結果，認為個案公司國際行銷策略的成功關鍵因素有三點：(1)利用合併與併購擴張核心能力。(2) ITOM的整合性平台符合顧客的需求。(3) 透過策略聯盟形成完整的國際行銷體系。最後，本研究依據上述結論，提出金融資訊服務業拓展國際行銷時之相關建議。 / The information service industry has seen robust development around the globe, leading to the birth of many successful companies, such as Microsoft, Oracle, and Trend Micro. Despite the input of various resources by Taiwan’s academia and business sector aimed to increase the R&D momentum in information and management-related fields, the industry has failed to gain the same level of strong growth seen in the computer hardware industry. Besides, many of the information industry segments see the presence of many leading companies that have not only secured their market position but are also striving for continued expansion. Therefore, against an ever-increasingly competitive market environment, how does Taiwan maximize its unique strengths in the face of global competition? It is with the motivation to shed some light on this issue that the author selects the financial information service industry as the subject for in-depth analysis and research. This study uses case analysis to analyze the industry environment and accumulated resource of a leading Taiwanese financial information company. Based on the procedural framework of international marketing, the following research questions are discussed: (1) What is the reason behind the formation of the analyzed company’s international marketing strategy? (2) How does the analyzed company pursue strategic alliance? (3) How does the analyzed company promote international marketing? Summarizing the results of analysis, the key to the analyzed company successful international marketing strategy is threefold: (1) Expand core competency through mergers and acquisitions. (2) ITOM’s integrated platform responds to customers’ needs. (3) Form a complete international marketing network through strategic alliance. Finally, based on the above research conclusions, this study proposes relevant suggestions for the financial information service industry in expanding international marketing.

全球暖化造成氣候變遷的趨勢持續加劇中，汽車燃燒石油產生的CO2已經被證實為氣候暖化的主要元凶之一，發展新能源的運輸工具已成為全球主要國家的共識，電動車躍居節能減碳時代的明星產品，也成為台灣政府推動的四大智慧型產業之一，而身為台灣唯一自主研發的裕隆集團也積極推動智慧型電動車佈局下一波產業的新契機。 　　本研究透過個案研究的方式，使用價值網的競合賽局及白地策略中商業模式的四個構念為理論基礎，探討裕隆集團的電動車，如何透過互補參賽者，建構產業的生態體系；以及裕隆集團為滿足顧客價值，歷經四次企業變革的努力所累積的核心能力，用於經營市場白地達成轉型現有市場、建立新市場與改造整個產業歷程中，商業模式創新可能的策略與機會。 　　研究發現，電動車產業的生態體系，以顧客價值為中心出發，由裕隆汽車集團為主要參賽者，佈局與聯盟競合賽局中的互補參賽者，協同建構產業生態系；而面對電動車的市場白地，裕隆集團應透過企業變革累積的關鍵流程與資源，去滿足更多顧客的價值，去抓住電動車興起的新機會，創造潔淨能源時代的再一波成長契機。 　　根據研究結果，建議裕隆集團與電動車價值鏈仍應先著重於運用競爭優勢、合作創造價值及鏈結政府產業政策，才有機會在這個國際產業轉型的關鍵時刻，卡位潔淨能源時代的重點產業。 關鍵字：創新、商業模式、價值網、電動車 / In the aging of climate change, the global GHG, especially CO2, emissions over past decades have a discernible influence at the global scale on observed changes in many physical and biological systems. To find transformation equipment with clean energy is under globally sourcing and likely turned out to be Electronic Vehicles (EVs). Taiwan government and Yulon-group, the only own R&D also branding car manufacturer in Taiwan, have identified intelligent EV as a major product to focus in the promising future. The strategy of EV value innovation used the theory of co-opetition (Brandenburger & Nalebuff) and four-box business model framework (Mark Johnson) as the basic. First of all, we study how Yulon co-work with all game players to provide EV owner with complementary products and services, and then also build up the EV eco-system. Secondly, We inventory Yulon’s core competencies, which was earned from its own transformative growth trail, to see how the enterprise transforming existing markets, creating new markets, and dealing with industry discontinuity. The research discovers that Yulon join all complementors create added value, based on customers’ expectation, so that can setup and upgrade EV value net. Strategy for Yulon to do business model innovation is to combine customer value proposition, profit formula, key resources and key processes to create synergy, so that can deploy cutting-edge, enabling technologies for EV era. As a result, the purpose of this thesis is business model innovation strategy of Yulon EV should focus on taking competitive advantage, catching value creation and lobbing government policy, so that the enterprise can have win-win situation with customers in clean technology age. Keyword: innovation; business model; value net; electronic vehicle

企業最重要的目地就是追求成長及獲利，而成長是很重要的，因為只有成長，企業才能創造股東價值。不幸的是，企業的核心事業一旦進入成熟階段後，在追求新的成長舞台時，必須承擔令人卻步的風險。成長的關鍵，在於成為破壞者，而不是被破壞者，新進者對在位者的最佳攻擊方法，就是破壞他們。所謂破壞性創新，指的並不是生產更好的產品，提供給既有市場的顧客，而是做出更簡單、更便利、更便宜的產品，提供給新的顧客層，或是要求不那麼高的顧客群。 在台灣有一家以工業電腦為起家的企業研華公司。根據VDC (Venture Development Corporation)於2001 年4月所作之工業電腦全球市場報告列出全球前五大之工業電腦廠商，包括Radisys、SBS、NI、MERCURY及Kontron在全球工業電腦業界有著相當重要的地位，而研華則是台灣唯一進入全球前五大排行榜。期望透過個案的深入探討和驗証，發掘其成功關連的機制和因素，尤其是在創新部份，如何應用研發中心的機制來完成破壞性創新的目的，不斷地成長。並配合學術上有關「破壞性創新」理論研究，演化出台灣企業應如何進行破壞性創新，才能避開可能的風險，達到成長的目地。 本研究重點試圖從:一、市場機會點，二、競爭對手評估，三、策略考量與執行，四、研發中心的運作等四個構面，探討其間相互影響，並透過研發中心運作機制，來達成破壞性創新成長目的。主要的項目如下: 1. 企業在進行破壞性創新時應如何尋找市場可能機會點? 2. 企業在進行破壞性創新應如何進行競爭對手評估? 2.1 如何找出並定位出不對稱動機? 2.2.如何在大環境中建立不對稱的能力？ 3. 企業該用何種策略來進行破壞性創新？ 4. 企業如何應用研發中心來進行破壞性創新？ 研究以研華的研發中心為例子，來探討破壞性創新與研發中心運作，藉由個案的深入了解與探討，得到以下結論 一、 在破壞性創新中的市場主要客戶是尚未消費者，尚未消費者存在著較大的市場機會點。 二、 破壞性創新專案，必須要由研發中心專職的單位，有紀律的執行力，且必須提早建立商品化及銷售規劃，否則不易成功。 三、 研發中心在執行破壞性創新時，要採用應變型組織研發策略，並慎選計劃主持人，妥善應用政府資源，並和先期投入研發的研宄單位合作。 四、 競爭對手評估中，如何找到其價值主張是最重要的，因價值主張不同而產生不對稱動機及不對稱能力，具有不對稱動機，及不對稱的能力時，則很容易成功。否則寧可選擇利基市場，避開正面競爭，先取得小勝，再累積成大勝 五、 如果公司規模成長到某一種程度，而必須藉助破壞性創新成長時，最好先成立研發中心或是獨立子公司來運作，而研發中心的風險又低於獨立子公司，但需將研發中心從組織獨立出來，並由CEO親自領軍，否則不易成功。 關鍵字: ◆ 破壞性創新 ◆ 研發中心 ◆ Win CE核心平台 ◆ SOC (System On Chip) ◆ 不對稱動機 ◆ 不對稱能力 ◆ 價值網路 / For any enterprise, the most important goal is to pursue growth and profits. Growth is especially significant as it creates more value for shareholders. However, once the core business steps into maturity stage, the enterprise usually has to take stunning risk in creating new growth. The key point to grow is to be a destructor rather than a loser whereas the best way for a newcomer to defeat the current opponents is to destroy them. The destructive innovation I refer to is not better products for present customers but simper, faster, and cheaper products for new or less-demanding customers. This thesis examines the key factor and mechanism to success of an industrial computer company in Taiwan, Advantech Technology. According to a computer market report by Venture Development Corporation in April 2001, the top five industrial computer companies worldwide are Radisys, SBS, NI, MERCURY and Kontron. Among them, Advantech Technology is the only company from Taiwan listed in the top five. Through studying this case carefully, I wish to uncover the main factor to success, particularly in the innovation part, how they use the R&D center to achieve the destructive innovation and constantly make more profits every year. This study analyses the influence from four aspects: 1. market opportunity points, 2. the evaluation of competitors, 3. strategic thinking and execution, 4. the operation of R&D center. Furthermore, it investigates how the R&D center operates with a view to achieving the goal of destructive innovation and growth. The four aspects are further explained as the following: 1. How to seek the market opportunity while developing the destructive innovation ideas? 2. How to evaluate competitors while developing the destructive innovation? 2.1 How to find out and position the asymmetric motivation? 2.2 How to formulate the asymmetric ability in the overall environments? 3. What strategy should take in order to carry out the destructive innovation? 4. How to accomplish the destructive innovation with the aid of R&D Center? I take the R&D Center of Advantech as an example to probe into the destructive innovation and the operation of R&D center. From this case study, I conclude the following points: 1. In the market of destructive innovation, the major customer is those who have not purchased yet. They have larger market opportunity point. 2. The project for destructive innovation must be executed efficiently by a special task force formed within R&D center, and plan its commercialization and marketing strategy earlier; otherwise, it is not easy to succeed. 3. While executing the destructive innovation, the R&D center should adopt a flexible organizational research strategy, choose project manager carefully, take good use of government resources and cooperate with the previous research sectors. 4. While evaluating the competitors, it’s very important to find out their core value because it influences the asymmetric motivation and capability, with which an enterprise is likely to succeed. Otherwise, it is better to choose the niche market, avoid frontal competition, and win little at first and then gradually to a big deal. 5. If an enterprise keep growing to a certain degree and it needs a destructive innovation growth, it is better to have a R&D center or independent subsidiary company to run the project. R&D center has less risk than a subsidiary company, but R&D needs to be independent of the enterprise and overseen by the CEO to ensure its success.

台灣半導體產業由於產業群聚效應促成產業的興盛，2005年台灣整體的半導體產業產值已達新台幣一兆一千億元以上，更創造科學園區十萬員工的產業族群，而由於整體半導體產業的基礎深厚，台灣半導體產業在全球半導體產業可說是具有舉足輕重的地位，有著從上而下完整的半導體產業供應鏈，相當具有產業發展的優勢。 電子設計自動化技術可說是IC產業的源頭，但是在EDA產業裡，（Electronic Design Automation 電子設計自動化; 以下簡稱EDA），只有少數全球性的EDA廠商將研發資源投注在台灣；國內半導體產業賴以設計晶片研發的EDA工具幾乎完全掌握在外商手裡，對台灣半導體產業的整體發展實屬不利。 本研究利用價值鏈理論，來分析半導體產業各業者之間的互動關係與重要的價值創新活動，並利用價值網理論發展出價值網的動態模型，藉由動態價值網中各個廠商間所提供的價值分析，來瞭解EDA產業與半導體產業間的互動行為與競合關係，並分析EDA技術創新對於半導體產業價值網的影響，同時本研究發現，晶圓代工公司正積極扮演在半導體產業價值網中價值整合者的角色。 本研究的貢獻在於經由分析EDA產業與技術，得知EDA技術對半導體產業價值網有顯著的影響，首先是對IC設計公司的創新研發能力、成本控制能力、進入市場時機、合作網路關係、保護智慧財產等關鍵因素的價值創新有顯著的正面影響。再者對晶圓製造公司的創新研發能力、創造市場價值、成本控制能力、進入市場時機、合作網路關係、提升顧客服務等關鍵因素的價值創新均有非常顯著的正面影響。由於本研究歸納出價值網的動態模型，後續研究者可以利用動態價值網的模型，來分析產業價值網的動態變化。 / The prosperity of Taiwan semiconductor industry is facilitated by the industry cluster effect. In 2005, the total Taiwan semiconductor industry’s value had amounted to above 1.1 trillion NTD and IC industry creates one hundred thousand jobs opportunity in Science Park. Built on a structure that emphasizes horizontal division and vertical integration, the IC industry has delivered an economic miracle to Taiwan. Because Taiwan semiconductor industry has a well organized infrastructure and a complete supply chain, it plays an very important role in worldwide semiconductor industry with superiority. We may say that EDA (Electronic Design Automation; hereafter refers as EDA) technology is the beginning of IC industry. But in EDA industry, only few global EDA companies deployed R&D resources in Taiwan. The EDA tools which Taiwan semiconductor companies rely on developing IC design are almost completely being grasped in foreign EDA companies. This situation is very disadvantageous to Taiwan IC industry. Therefore, Taiwan government proclaimed that developing EDA talents and products will be the first priority plan in "National SoC (System on Chip) Program". This Program hopes to integrate EDA software, and to provide an outstanding design environment for the use of global systems design firms. This research is focusing on three major question groups as following: 1. How is the interaction among semiconductor industry companies in Taiwan IC industry value chain? What are important value creation activities among enterprises in Taiwan IC industry? 2. What is the roadmap of EDA technology? How is the EDA industry developing? 3. What is the influence of EDA technology regarding to the semiconductor industry value net? What are the interactions and relations between EDA industry and Taiwan semiconductor industry? What is the impact of EDA technology to the value creations of Taiwan semiconductor industry dynamic value net? First, this research uses Value Chain Theory to analyze the interaction and value creation activities among Taiwan semiconductor industry companies. Secondly, this research develops a “Dynamic Value Net Model” from Value Net Theory then to analyze Taiwan semiconductor industry. Third, this research analyzes the affiliation between each players in Taiwan IC industry dynamic value net and the interaction and co-opetition relationship between EDA vendors and semiconductor companies. Moreover, this research analyzes the influence of EDA technology innovation regarding Taiwan IC industry value net. There are four major findings in this research as below: 1. EDA Play an Important Role in IC Industry This research points out that EDA technology plays a very important role in IC industry, as it shows in Figure A-1. EDA is a necessary technology for IC design and PCB industry. The EDA software industry is located the most upstream position in IC design industry and IC manufacturing industry value chain. Through EDA technology, we may reduce the IC design cycle time and raise IC manufacturing yield rate which can enhance IC industry competitive advantage. 2. The Co-opetition Relationship in Taiwan IC Industry Value Net This research analyzes the IC industry co-opertition relationship in Taiwan IC industry value net. This research figures out the existing complicate co-opertition relationship including “customer-supplier” relations, “complementor” relations, “competition” relations between each players in Taiwan IC industry value net. 3. Taiwan IC industry Dynamic Value Net Model Analysis This research analyzes the interactions among EDA vendors, IC design companies and Foundries in Taiwan semiconductor industry value net through dynamic value net model analysis. This research discovers that Foundries are acting as value integrators in Taiwan IC industry value net aggressively. There are four major value creation activities in the value net: (1) e-Service. (2) Provide “IC design reference flow”, including DFM (Design for Manufacturing) support. (3) Build EDA alliance to provide design support. (4) CyberShuttle. 4. Impact of EDA Technology to Taiwan IC Industry Value Net The contribution of this research is acknowledging that EDA technology has positive influence to semiconductor industry value net by analyzing EDA industry and technology. First, to the IC design companies, EDA technology has positive influence to R&D capability, cost control capability, active market entrance capability, cooperation network relationship and intellectual property protection. Furthermore, to Foundries, EDA technology has positive influence to R&D capability, market value creation, cost control capability, active market entrance capability, cooperation network relationship and customer service value. Because this research induces the dynamic value net model, the following researchers may use the model to analyze the dynamic change in any industry value net if applicable. This research suggests that Taiwan IC industry should establish an outstanding design environment and services for global systems design firms, especially EDA software. These measures enable Taiwan to maintain its semiconductor manufacturing lead and grow the crucial design and design service business.

根據Christensen(2004)的定義，無線通訊技術WLAN及行動寬頻對有線通訊的業者而言為一種新市場的破壞性創新，因其可提供有線通訊無法提供的屬性-可攜帶性(portability)。 本論文是以IC設計產業的角度來了解有線通訊IC設計的在位者其是如何因應破壞性創新的無線通訊技術。而若在有線通訊IC設計的在位者採取行動之後，對於原來的採取破壞性創新的無線通訊IC設計的創新者造成什麼樣的影響，其又是如何回應有線市場在位者的行動。 本研究採取個案研究法並以Christensen(2004)所提出的「預測產業變化三步驟」以及陳明哲(1996)所提出的「動態競爭」理論為研究架構，經由實證分析得到以下發現: 1. 由於WLAN與有線區域網路在價值網絡上產生了重疊，使得有線通訊IC設計的在位者將之吸納收編，用它來互補於有線區域網路的技術上，使其服務可以更彈性、通訊範圍可涵蓋得更全面。而在有線區域網路的市場在位者吸納收編WLAN之後，原來採取破壞性創新WLAN的IC設計業者也會在市場共同性的因素下，反吸納收編有線區域網路IC設計在位者的技術。 2. 無線寬頻(行動寬頻)通訊一開始並無與有線寬頻網路在價值網絡上產生了重疊，然其光是行動語音通訊的龐大市場就吸引了有線寬頻網路的IC設計業者投入該領域將之吸納收編。但是並非每一個有線寬頻網路的IC設計業者對有能力將行動寬頻的技術給吸納收編，主要為行動寬頻的技術、資金門檻極高。另外，在FMC的發展下，有線與無線的市場共同性愈來愈高，在有線寬頻網路不斷地吸納收編行動寬頻的技術之後，這也使得原來採取破壞性創新的行動通訊IC設計業者也得反吸納收編有線寬頻網路在位者的技術，發展並取得與在位者相似的資源，使其在漸漸提高的市場共同性下，提供具有競爭力且功能相似的產品解決方案。

台灣地區之購物中心濫觴於1990初期，自1994年3月「The Mall」遠企購物中心開幕以來，已逾12年，期間各家購物中心群雄並起分據各地，建立自己的零售王國與商圈，在1999年7月4日台茂南崁家庭育樂購物中心開幕，當日湧入近11萬人潮，也正式開啟「購物中心元年」，自此之後，購物中心也真正走入消費者生活中，對台灣地區的消費行為產生重大的改變，也讓零售業與購物中心逐漸成為國家經濟的櫥窗。 本論文的研究目的，主要是希望能夠找出購物中心之營運關鍵成功因素，研究範圍是以國內桃園地區依照工商綜合區設置之兩大購物中心－台茂家庭娛樂購物中心與大江國際購物中心為例，透過「價值鏈與營運現金流量」的分析，管控成本費用並找出現在購物中心的關鍵成功因素，然後運用「價值網與營運現金流量」的分析，配合購物中心之利基，找出購物中心的藍海，來擬定未來營運策略，擴大加深企業的利潤池，維持較長久的獲利能力期間，增益購物中心之企業價值。另外，我們亦可從業務面的成本結構之「營運槓桿」與財務面的財務結構之「財務槓桿」的分析，來擬定提升獲利的策略。 本研究以文獻探討與次級資料研究，發現購物中心之關鍵成功因素有：區位立地條件、企劃招商、營運管理、顧客服務、財務管理。而其中招商是最重要的關鍵成功因素，因為找到了具有能力的廠商，本身就會主動積極提昇自己的集客力，找出消費者需求，創造營業收入。而找到對的廠商，購物中心業者的交易成本亦會降低，整個購物中心就會產生良性之循環，欣欣向榮。

任何新興科技的演進有其發展軌跡，從一個主導性技術的產生、設計配置、技術體制結構、到技術典範的形塑，當新技術和舊有的科技典範產生斷裂的現象，主導性技術的演化與移轉將對廠商既有資源基礎的價值產生侵蝕性的影響，而由於技術存在於互補性資產更為廣泛的系統之中，因而支援性或是互補性資產的價值，亦隨之產生變化，並對廠商交易統轄結構產生結構性的影響。 本研究針試圖以行動通訊產業為樣本產業，透過不同價值組態的領導廠商個案研究，了解廠商在面對技術典範移轉的產業重大轉折時，如何立足於既有的資源基礎之上，選擇不同的交易統轄結構與機制，兼顧能耐維繫與降低交易成本，強化其競爭力、形塑新的產業形貌。易言之，本研究探索的主題有二：一是探討廠商資源基礎與交易特性對交易統轄機制選擇的影響；二是描繪廠商交易統轄機制選擇對產業價值鏈構形的影響。研究結果發現如下： 垂直整合統轄結構有利技術典範移轉時技術與服務的創新，然而舊有的技術典範可能使得既有廠商產生組織或互補性資產的僵固性(stickiness)，不利廠商轉型。價值網絡型態之技術前沿廠商廠商藉由領先技術的專利權維繫其資源獨特性與專屬性，採取準垂直整合交易統轄模式，因而得以具備垂直整合的效率，同時維持組織與互補性資產的彈性。 價值鏈型態之技術前沿廠商採取雙邊支配模式，與上游關鍵性合作夥伴共同持續投入專質型資產，從價值創造、利潤最大化著眼，促成雙方穩定而長期的交易關係。而在既有的技術典範中，隨著技術成熟與產品介面標準化，環境不確定性降低，投資專屬資產營造保護的成本亦隨之下降，市場統轄模式通常較具有效率，並鼓勵外部廠商投資專質性資產與建立廠商間競爭機制，可有效降低廠商行為的不確定性所產生的交易成本。 技術跟隨型價值鏈型態廠商所銷售的產品多為市場主流，難以差異化，競爭關鍵在於效率最大化，垂直整合並不一定可以創造競爭優勢，反之，隨著專業分工廠商競爭力的提升，垂直分工可有效降低交易成本。同時，技術跟隨型廠商資源外溢隔離機制的設計難度較高，因而採取核心價值活動內部化搭配市場支配並行之統轄機制。市場支配可降低標準產品的交易成本，以強化廠商的價格競爭力。 價值店型態廠商，解決顧客問題為其主要價值。技術前沿的價值店型態廠商為了促成新的技術典範的形塑，除了提供新的技術和配套的技術解決方案之外，並且關照新興價值鏈環節的缺口，運用其資源基礎延伸價值活動，提供中介平台，以三邊支配的統轄模式，降低廠商特用性資產的投入與環境不確定性，加速產業創新。 關鍵字：價值鏈、價值店、價值網絡、資源基礎觀點、交易成本理論

根據Canalys公司2014年所發布的統計資料，全球智慧型手機的年出貨量由2011年的5億支，預估到了2018年將會成長到18億支，2013 – 2018的年複合成長率高達12.9%。接下來幾年市場主要的成長力道將會來自以中低階手機為主中國、印度、中東歐及東南亞等新興國家。 在此同時，聯發科以及高通等晶片供應商，採取「公版架構(Reference Design)」的策略提供Turn-key Solution，大幅降低了智慧型手機的設計與製造難度，智慧型手機發展到今，產品及業界供應鏈生態已趨於成熟，對於供應鏈以及製造成本的掌控，成為廠商獲利與否的重要關鍵因素。 個案公司曾在2011年寫下EPS 73元的台股高獲利紀錄，但在2012年驟降為EPS 20元，並於2013年產生虧損。本研究將先以Porter（1980）提出的五力分析法針對手機產業進行分析，以瞭解智慧型手機的產業特性及智慧型手機業者近幾年獲利能力分配驟變的原因，同時分析五力如何影響智慧手機業的經營策略。 隨著產業結構的更迭演進，越來越多學者嘗試採用「互補」的角度來思考「競爭」，不再執著在搶食市場固定大小的餅，而是藉由適度的競爭與合作，把市場的餅做大。本研究將採用Brandenburger與 Nalebuff（1996）所提出的競合理論及價值網(ValueNet)理論，試著探討手機產業如何依據供應者、顧客、競爭者與互補者四種角色，同時融合競爭與合作兩個層面的思維，透過改變賽局的五個要素（又稱PARTS），亦即參賽者（players）、附加價值（added value）、規則（rules）、戰術（tactics）與範圍（scope），來探討H公司的委外策略，藉以提升H公司的獲利能力。 / According to Canalys 2014 research, global smartphone shipments will grow from 500 million units in 2014 to 1.8 billion units in 2018. The CAGR from 2013 to 2018 is 12.9%. Major growth will come from mid-entry level devices in emerging countries like China, India, Middle East and South East Asia countries. At the same time, Turn-key solution from MTK or Qualcomm has lowered the barrier to smartphone industry hugely. The key profit factor for key smartphone companies rely on good control of supply chain and BOM cost. H company has created the record of EPS NT$ 73 in 2011 but dropped to NT$20 in 2012 and started to lose money in 2013. This research will start from 5-force analysis by Porter (1980) and then adopt Coopetition and Value Net theory from Brandenburger and Nalebuff (1996) to explore a better outsourcing strategy for H company in order to lift it’s profitability.