隨著線上購物發展的成熟，台灣近來有越來越多女性網友積極參與網路購物，讓美容保養與服飾精品線上購物市場在近三年來年成長率超過六成。近來更紛紛出現許多從虛擬通路經營成功後，轉戰實體通路之案例，根據資策會調查，自2005年起，從虛擬通路延伸至實體通路的業者約佔一成內，有近三成業者表示未來希望拓展到實體通路，顯示多重通路的整合經營逐漸成為業者的重要經營考量。 本研究首先探討「網路原生品牌」之定義、「虛擬與實體通路」、「安索夫產品市場矩陣」、「價值鏈」等主題，在歸納後做為本研究之分析架構，並採用個案研究法，針對國內第一大網路拍賣平台中的成功通路延伸品牌進行抽樣，為了比較的方便及研究的代表性，本研究抽樣的樣本為「累積Yahoo!奇摩拍賣之評價兩萬以上」且「具有從虛擬延伸至實體通路成功經驗」的女性服飾品牌案例：「東京著衣、I’MIUSA及Orange Bear」，配合深度訪談、觀察及次級資料蒐集，進行解釋性的質性研究，希望能夠了解女性服飾網路原生品牌由虛擬通路拓展至實體通路之動機與驅動因子、背後的策略意涵、在不同策略基礎下所導致的價值鏈差異、以及在多重通路的經營基礎下達成之綜效。 本研究最後發現女性服飾之網路原生品牌進行通路延伸的背後動機主要有兩大類型，也根據這兩種動機延伸出不同的成長策略、通路拓展策略以及價值鏈的改變，因此可以將虛擬通路延伸至實體通路的發展模式分成兩大類型。 本研究亦發現這三間個案公司的成功經驗背後有非常雷同的成長歷程與發展足跡，主要可將其成長歷程分成三大階段「初創期」、「成長期」、「成熟期」，業者在不同的階段會經歷不同的策略抉擇，以安索夫矩陣分析，三個研究對象都經歷了市場滲透策略、產品開發策略、以及市場開發策略三個階段，其中從虛擬通路延伸至實體通路則為「市場開發策略」的執行。 本研究另一大成果為歸納出多重通路經營下的價值鏈模型。由於通路延伸後在兩種通路上實際的行銷、銷售以及服務等價值鏈的主要活動部分產生了變化，因此會連帶的影響到主要活動前端的「設計與開發」，以及支援活動中的各項要素。而就目前的經營狀況分析，通路延伸對於網路原生品牌的影響除了在成功的市場開發之外，也帶來了價值鏈上的生產效率以及更多差異化的來源，整體而言，業者對於實體通路的經營是抱持樂觀及正面的態度，而從經營成果分析，對於起家於網路世界的網路原生品牌而言，虛擬通路及實體通路中的消費者有很大的差異，甚至可以看待成不同的市場，因此兩者之間可視為互補性的通路。

本研究以國內系統領導廠商轉型為主要研究議題。使用個案研究法，探討其跨入智慧型手機產業之可行性。藉由文獻探討及產業領域知識（domain knowledge）等資訊來源，降低人為主觀偏見，選擇客觀的研究變項定義，發展研究架構，並進行個案公司訪談，彙整分析轉型策略及成功關鍵因素，期為企業進行轉型之參考依據。由研究結果顯示，影響台灣電腦系統廠轉型的關鍵因素，綜述如下：（一）企業轉型之購併策略，若忽略組織文化磨合期，反增加學習成本；（二）企業轉型之品牌策略鴻溝，其解決之道在於「創新」與「品質」；（三）企業轉型之採購策略制定，應配合企業整體目標，並視為企業競爭力之發展重點；（四）企業轉型之目標設定，為跨足新領域時，不能冀望過去成功模式可全然複製於新產業價值鏈，否則將影響決策擬定及業務執行之方向；（五）企業轉型之資源配置，應審思運用於企業核心能力之培育，並配合政府產業政策，以取得更多輔助資源，降低企業資源投入成本及創造利潤之壓力。 關鍵字：智慧型手機、企業轉型、產業價值鏈、資源基礎理論 / In this study, we apply the method of “case study” for the transformation of computer companies into smart phone industry in Taiwan. Using literature review and domain knowledge to reduce the individual bias, the study variables are defined, and the research framework is also proposed. Through interviewing with those companies, the strategy of transformation and critical success factor are analyzed in order to provide the references of business transformation in the future. As the result of study, the critical success factors are concluded as following：(1) It will increase the cost of learning curve if to ignore the integration between organizations during the transformation and merger. (2) “Innovation” and “quality” are the critical strength to fix chasm for brand strategy in the turnaround. (3) To formulate the strategy of procurement, it should be tied in corporation goal and regard it as the core competence. (4) A corporation abandons itself to former successful model during transformation into new industry, which will affect the frame of strategic direction and its business execution. (5) For the placement of organizational resource for turnaround, corporation should deeply consider for the cultivation of core competence in corporation. Besides, to obtain more assistant resource inputs from government to reduce the organizational pressure of return of investment. Keywords： Smartphone, Corporation Transformation, Turnaround and resource-based Theory.

3C產業的特性就是因應消費者流行趨勢，以極度的產業分工與整合，進行快速的技術與工法創新，以及少量多樣的生產方式。在長期間能夠獲致高績效的競爭優勢，企業必須學會如何破壞現狀、創造暫時的優勢、掌握先機與維持動能。運用規模經濟、經驗曲線及範疇經濟的策略邏輯，以及成本至上、差異化及集中化的總體性策略建立競爭優勢，形成超優勢競爭的態勢。 『鉗鍊經濟』是由最上游廠商與最下游廠商之進行聯盟，並結合中間供應商的配合，形成供應鍊的黃金通道，共同開發突破性的創新技術。藉以進行各附屬供應鍊之價值分工與創新重組，建立創新供應鍊產業生態，以達到擴大差異化，快速開發，提高利潤，建立專屬陷入的競爭優勢。 筆記本電腦使用的貼膜鋁板，是由家電產業所常見之貼膜鋼板，開發出新的黏膠，克服脫膠的缺點，以先貼皮後衝壓的方式進行生產。由於皮膜花樣與色彩的設計，可以賦予多彩多樣的外觀變化，貼膜鋁板的目標市場為同時具有多彩圖騰外觀、輕薄機種與高貴質感(金屬)之市場。貼膜鋁板之競爭技術為鎂合金壓鑄品與模內裝飾成形技術，定價部份採用的是市場滲透定價策略。 貼膜鋁板之供應鍊為原材料供應商(鋁板供應商、皮膜供應商與黏膠供應商)，以及5階供應商(貼膜廠、整合者、沖壓廠、組裝廠與品牌商)。利用價值鏈來解析貼膜鋁板的創新供應鍊中，各階供應商的競合態勢，個別分析其顧客、供應商、競爭者與互補者；同時也著手分析各階供應商的專屬陷入與因應對策。貼膜鋁板提供者經由第三者(代理商)進行交易，消除使用者的專屬陷入疑慮；中上游的供應商於開發過程創造相互陷入，增強信任度及優勢競爭。 / The characteristic of 3C industry is based on consumer's fashion trend with the extreme industry work division and integration, to fast innovate on technology and method, and to produce with a small amount and various mode. In order to obtain high performance long-term competition advantage, enterprises must learn how to destroy the current situation, to create the temporary advantage, to master the first chance and to maintain the kinetic energy. To create the advantage competition by using the strategic logic of economies of scale; experience curve and economies of scope, and the generic strategy of overall cost leadership, differentiation and focus, can form the Hypercompetition situation. "Clamping Economics" is initialized by the association of upper stream and downstream manufacturers, cooperated with the middle supplier to form the golden channel, and developing the breakthrough innovative technology. To use the value division and innovative reorganization of each branch supply chain can create the innovative supply chain ecology, in order to reach the competitive advantage of difference extension, fast development, raising profits, set up the holdup asset specificity. The Laminated Aluminum sheets (called LA below)on the notebook computers are produced by lamination – stamping process based on laminated steel on the home electrical device with the improved glue for the peeling issue. Due to patterning and colorful film design can give the various colorfully and patterning appearance, the target markets of LA are the appearances of colorful totem, thin and light, noble feel (metal). The competitive technologies of LA are the magnesium alloy die casting product and the insert molding decoration, and the LA pricing will follow the penetration pricing strategy. The supply chain of LA in including the raw materials supplier (aluminum sheet supplier, film supplier and glue supplier) and 5 levels of suppliers (lamination factory, co-operator, stamping factory, assembly factory and Brand Company). Using the value chain to analyze the co-opetition between the suppliers in the LA innovative supply chain, can identify the customer, supplier, competitor and the complementary role individually, and gives the solutions to each suppliers’ holdup asset specificity. LA provider eliminated the concerns of holdup asset specificity from users by trading the other person (agent). The upper and middle suppliers create two-way holdup to strength the trust and competitive advantage.

台灣B2C電子商務市場無疑已經突顯出越來越大的商機。在網際網路的世界裡，E-commerce平台的演進、社群網路的興起、智慧行動裝置及移動科技的出現帶給B2C電子商務平台的影響，及如何運用於紡織產業，是本研究的主要研究項目。 傳統紡織業市場中，布料商有群聚效應，雖然商家眾多，但市場規模太小、且涵蓋率過低。擺設空間有限，布料、產品種類繁雜，無法將所有產品上架，而且生產布料屬大量標準化規模生產，客製化的空間有限，容易產生大量存貨。因此，布料商和消費者之間產生許多資訊不對稱，消費者的需求往往未能被滿足。經由五力分析、電子商務、價值鏈管理、STP理論等文獻探討，以及紡織產業電子化、供應鏈管理實施情況之資料蒐集分析中，了解紡織產業電子化上下游合作廠商配合情形。 本研究提出紡織產業價值鏈管理B2C電子商務平台之構想，闡述B2C平台架構、內涵及功能、推動策略等。同時，以Hyperbola作為個案研究的對象，探討公司過去經營概況、市場地位，現有的B2B平台、以及顧客服務系統，對企業在B2C電子商務平台下之運作情形。分析發現B2C平台能簡化多對多的資訊連結，增加與下游品牌商及終端消費者的溝通，並有利於提供全球化的客戶服務、加速企業在市場中的反應能力。唯有綜合佈局，全面提升競爭力，才能突出重圍，再創台灣紡織產業新一波高峰。 / Taiwan's B2C e-commerce market has undoubtedly highlighted the growing business opportunities. In the world of Internet, E-commerce platform evolution, the increase rate of social networking, mobile devices, and smart phone technology to brings the impact of B2C e-commerce platform, and how used in the textile industry, is the main focus of this study. In the traditional textile market, the fabric suppliers have cluster effect, although many businesses, but the market is too small, and the coverage is too low. Display space is limited, fabrics, products include a wide variety, not all products can go into the market, and production of fabric is a large-scale standardized production with limited space for customized work, which can cause a large qty of leftover storage. Therefore, much misunderstanding and communication between fabric supplier and customers would occur, hence the needs of the customers cannot be satisfied. Through the five forces model, e-commerce, value chain management, STP theory literature review, and digitized textile industry, supply chain management implementation of data collection analysis, brings to understand how digitized textile industries in both upstream and downstream co operation together with the relevant vendors. This study proposes the textile industry value chain management concept of B2C e-commerce platform to explain the B2C platform architecture, content and function, and promote strategies. Meanwhile, the object of Hyperbola as a case study to explore the company's past operating profile, market position, the existing B2B platform, and customer service systems, B2C e-commerce platform for enterprises operating under the mentioned circumstances. B2C platform to simplify the analysis found many to many links to information, increase with the downstream end consumer brands and communication, and facilitate the provision of global customer service, accelerate enterprise in the market response. Only with comprehensive layout, enhancing competitiveness one can be ‘out-the-box’, thus a new peak of Taiwan's textile industry appears.

近年來，在台灣的醫療環境中，婦產科屬於經營不易的醫療科。許多醫院因為生產數持續下降而關閉產房，婦產科醫師主要只看門診。許多婦產科醫師也改做其他科，如醫療美容。然而，對區域醫院的婦產科而言，醫院為了醫院評鑑不能關閉產房，也一定要有婦產科醫師，婦產科的發展成為難解的問題。 由於醫療競爭趨於白熱化，為提升競爭力，各種策略管理模式被陸續引進醫療體系。價值鏈、策略矩陣運用於產業界已經有很多顯著的成果，然而在醫療管理上，只有少數大型醫院使用平衡計分卡的經驗。區域醫院的運用上並無有充分研究可供參考。 本篇研究某區域醫院婦產科，於民國94至99年間，以價值鏈及策略矩陣導出策略行動，在艱困環境中改善績效，表現令人刮目相看。研究發現其關鍵成功因素為：高層主管支持與配合、部門主管積極從事策略管理與執行、高配合度的醫師與護理人員。

過去傢俱業的產業價值鏈，大多採取專業分工模式。近年來，傢俱業整體產業經營環境開始產生轉變，導致國內傢俱業的外銷市場受到嚴重威脅，更重要的是，隨傢俱產業逐漸走向高級化、精緻化及多樣化，傳統廉價大量生產模式的傢俱業，已漸漸被取代。因此，台灣傢俱業者已逐漸體認到技術整合與技術升級的重要性。近來許多傢俱業者開始紛紛從專業分工模式，轉為朝向上、下游整合的經營模式，從專注少樣多量轉為多樣少量的生產模式。個案公司在本身資源相對不足的情況下，再加上為了加速回應市場變化的速度，以及提高對消費者的服務價值，即藉由虛擬垂直整合模式，間接減少消費者交易成本，策略性的採取上、下游虛擬整合模式，提供全方位的整合性服務。本研究即探討個案公司如何架構更具彈性的新興商業模式，有效進行產業價值鏈的整合，架構一個整合各方資源的虛擬平台，維持經營彈性，同時探討虛擬垂直整合模式的可行性及成功要素。 / The value chain of furniture mostly appears professional job assignment in the past years. Recently, furniture industry changes in operating environment caused export market to be seriously threatened. Furniture industry had transferred mass production mode into sophistication and diversity. Therefore, Managers with furniture industry have become conscious that technology integration and upgrades are very importance. Besides, many managers transferred specialization mode into up-and downstream integrated business model. In this paper, the case company which is relative shortage of resources adopts up-and downstream integrated business model to provide total solution services in order to response to changes in the market. The paper discusses the issue of how to build up a new business model, integrate value chain and creative a resources pool of virtual platform. Finally, the feasibility and success factors of virtual vertical integration are also discussed.

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。

從本質上來看，動畫產業屬於創意內容產業，具有巨大的經濟潛力。動畫影片除了播映產生的直接收益外，還蘊含了龐大的週邊產品授權市場。往昔研究日本動畫產業的文獻，內容多著重描述產業的發展歷史，而在產業運作模式的整體分析部分，往往著墨較少。基於個人對日本動畫產業的興趣，以及創意內容產業與日遽增的重要性，希望能透過一個整體性的架構，剖析日本動畫產業的運作方式，找出產業價值鏈發展的關鍵因素，供產界、學界往後研究日本動畫產業參考。 本研究依照產業價值鏈的研究架構，從次級資料中整理、分析日本動畫產業的發展歷程，希望能夠回答以下的研究問題： 1. 從價值鍊理論的觀點，探討日本動畫產業從1950年代到2000年代的發展歷程以及歷史背景因素的影響。希望能建構出一整體性的日本動畫產業價值鏈。 2. 藉由產業價值鏈的建構過程，釐清日本動畫產業內的重要價值活動，以及彼此之間相互影響的關係。 3. 綜合以上研究，希望能找出日本動畫產業發展的關鍵因素。 本研究之結論可摘要如下： 一、 日本動畫產業的價值鏈的內涵，可分為五個環節來描述 1. 原始創意：「原始創意」乃是動畫作品製作流程中，最早期投入的「原料」。包含動畫作品故事的題材選用、各項設定如人物、場景、美術設定、以及說故事的表現手法。 2. 資源募集：原料備妥後，為了要進入製作動畫的階段，還必須要有資金、人才、以及技術的到位，稱之為「資源募集」。資源募集包含了資金的籌措方式、人才培育的制度機構、以及動畫技術的創新突破。 3. 動畫製作：動畫製作的階段可再細分為許多的細項，但是對產業發展的過程來說，關鍵點不在於製作流程中某一項活動的創新，而是整體製作流程的演進，包含：垂直整合、專業分工、以及動畫製程的改變。 4. 內容流通：動畫作品製作完成後，需要經由種種的通路，將作品的影響力傳播出去。傳播的管道不限於一般的播送通路如電視、電影，也有可能是通過參加影展、參加專為動畫作品設置的競賽、接受某些動畫獎項的評審。此外，在內容流通的過程中，政府法規所扮演的角色，可能是助力，亦有可能是阻力。 5. 價值回收：經過內容流通的階段後，動畫作品的影響力傳播出去，這時候廠商開始透過許多不同的管道，進行價值回收的活動。除了直接針對傳播媒體收取播送的權利金、透過電影院的票房分紅外，透過肖像授權的方式所衍生出來的周邊事業，更是龐大的商機所在。 二、 價值鏈上的各環節存在著互相鏈結的現像 6. 「原始創意」環節的改變，會影響「內容流通」、「價值回收」等環節。 7. 「資源募集」環節的改變，會影響「原始創意」、「動畫製作」、「內容流通」、「價值回收」等全部環節。 8. 「動畫製作」環節的改變，會影響「原始創意」、「內容流通」等環節。 9. 「內容流通」環節的改變，會影響「原始創意」、「價值回收」。 10. 「價值回收」環節的改變，會影響「內容流通」環節。 三、 日本動畫產業發展的關鍵因素，在於完整價值鏈的建立，以及價值鏈內不同環節之間鏈結的強固 11. 在「原始創意」部分，日本動畫題材與表現手法的豐富，是發展歷程每個階段不斷累積的成果。 12. 「資源募集」部分，資金的來源多元、人才的培育制度化、技術不斷的創新，使得日本動畫產業在這部份相當具有競爭力。 13. 「動畫製作」部分，隨著流動通路的改變能夠採用不同的模式；並且發展出兩大軸線：虫製作的「有限動畫」和吉卜力工作室的「精緻製作」。 14. 「內容流通」和「價值回收」部分，新的動畫放映通路不斷的出現，伴隨著各種價值回收的手法開發出來，使得日本動畫產業在周邊商品的行銷上具有相當的能耐。 四、 日本動畫產業價值鏈的分析方式，不僅可應用於動畫產業，更可應用於其他相關之文化創意產業範疇 15. 本研究乃是依據Porter所提出之價值鏈理論作為建構產業價值鏈之工具，並輔以文獻探討中關於文化創意產業經濟特性以及電影產業價值鏈的回顧，將原先Porter之「製造業」思維之產業價值鏈，轉化為「軟體產業」思維之產業價值鏈。 16. 凡是文化創意產業中具有與動畫產業類似之創意投入、內容產製、流通、價值回收之產業，諸如電影產業、遊戲產業、音樂產業……等，都可以本研究所提出之產業價值鏈之分析模式，作為產業發展分析之工具。 / Essentially, animation industry, as a category of creative industries, has great economic potential. They include direct revenue from exhibitions and and there is a big market of related products. Most documents about Japanese animation industry focus on the history of industry development; total analysis of industrial operation is relatively less emphasized. Based on my personal interests in Japanese animation industry and the increasing importance of creative industries, this research will analyze the operation of Japanese animation industry and figure out the key factors in its value chain development. The objective of this research is to answer the following questions: 1. From the viewpoint of value chain theory, to study the history of Japanese animation industry between 1950 to 2000 in order to build a complete industrial value chain. 2. Through the building process of industrial value chain, identify the key value activities and the mutual effects among them. 3. Upon analysis, identify the key factors of Japanese animation industry development. The conclusions of this research can be summarized as below: A. The contents of the value chain of the Japanese animation industry can be described as five core elements. 1. Original creativity: Original creativity is the raw materials of the animation film production which are injected at the early stage, including the story, characters, scene, and art. 2. Resources collection: Before entering the stage of production, some resources are essential, such as capital, human resource, and technology. 3. Production: From the industrial viewpoint, we focus on the change of production process, including vertical integration, specialization and division of labor. 4. Contents distribution: Through various kinds of channels, the influences of animation films are spread out. The channels include television, theaters, exhibitions, contests, and awards. Also, the government and laws play the roles as help or blockage. 5. Value recycle: After the influence of animation films are spread out, enterprises begin to gain value recycle through several ways, such as premium, distribute profits, and especially the sales of related products. B. The five elements of the value chain are connected with different chains. 6. Changes of “Original creativity” have effects on “Contents distribution” and “Value recycle”. 7. Changes of “Resources collection” have effects on “Original creativity”, “Production”, “Contents distribution“ and “Value recycle”. 8. Changes of “Production” have effects on “Original creativity” and “Contents distribution”. 9. Changes of “Contents distribution” have effects on “Original creativity” and “Value recycle”. 10. Changes of “Value recycle” have effects on “Contents distribution”. C. The key factors of Japanese animation industry development are the construction of complete industrial value chain and the strong connections among the chains of different elements. 11. In the part of “Original creativity”, the rich contents about stories and performances of Japanese animations are the results of long-term accumulation. 12. In the part of “Resources collection”, multiple sources of capital, systematic education of human resource and continuous innovations of technology make Japanese animation industry very competitive. 13. In the part of “Production”, variable production processes are adopted according to different exhibition channels. There goes two major production processes: “Limited animation” and “Refined animation”. 14. In the part of “Contents distribution” and “Value recycle”, continuous invention of new exhibition channels and methods of value recycle make the Japanese animation industry very proficient in marketing the related products. D. The analysis methods of this research can apply to not only the animation industry, but also to the other fields within the creative industries. 15. This research transforms the “manufacturing” industrial value chain model mentioned by Michael E. Porter into the “software” one, based on the reviews of documents. 16. The analysis methods of this research work on those industries with similar creativity injection, production, distribution, and value recycle as the animation industry, such as movie, music, video game industries.

近年來，台灣高科技廠商開始投注大量的心血在於專利申請上，由公告的美國專利數目，台灣專利權人2005年在美獲取專利數已位居美國以外國家的第三位，在這樣的數據下，應該值得驕傲，然若從訴訟案例來看，台灣廠商卻仍明顯處於被指控專利侵權的窘境，在光電產業、光儲存產業、半導體產業、IC設計業等，有相當多的案例說明台灣廠商雖然在專利的數量上已達一定的成效，但營運上卻因為專利議題而障礙重重。 許多專利聯盟案例的成功，如MPEG LA與DVD 6C都說明了以專利為基礎所產生標準後能帶來的龐大商業利益。使得標準之爭，成為國際級大集團的必爭之地。反觀台灣或是中國，近年來都有許多與標準相關的聯盟產生，但都未能為主流產品所遵循、參與。 本文藉由MPEG-2 的案例，對於技術、專利、產品、產業的相互關係作一實證的探討，並以國際級跨國公司的智權管理來分析其營運模鏈式。發現推動標準的領導廠商，在標準制訂過程中，積極地參與標準組織、轉化研發成果為專利；在專利的佈局上，也善用專利申請的技巧在各國廣佈專利；積極推廣標準成為主流後，再組成專利聯盟、訂立授權機制。 國內廠商，若要制訂標準、組成專利聯盟，應建立許多研發的配套機制，例如研發過程中，標準、產品與專利的結、產業上中下游價值鏈的安排、研發聯盟的組成等。 / Hi-tech companies in Taiwan have begun to focus their resources on patent prosecution and the added-value thereafter in recent years. According to the statistics of USPTO, Taiwan ranks 3th on the total patent granted to a foreign origin. This is clearly an achievement to be proud of. However, Taiwan companies are still subject to many infringement challenges, be they in the field of optoelectronics, optical storage, semi-conductor or IC design. Clearly the growing patent ownership has not quite resolved the intellectual property issues these companies must overcome. The success of patent pools can bring profit to companies. In cases of MPEG LA and DVD 6C, they makes standard war a critical issue to international companies. On the contrary in Taiwan and China, many alliances aiming to promote standard fail to become standard finally. The case of MPEG-2 is analyzed in the aspects of technology, patent, product, industry and also their interactions. In addition, the IP management of the business model is also discussed. We found the leading company of industrial standard are aggressively participating the standard organization and applying patents. In patent application, there were skillfully in filing patents in different countries. After the technology become dominant standards, they start to form patent pool and build the license mechanism. Domestic companies should establish the infrastructure of R&D before setting standard and forming patent pool. For example, the connections of standard, product development, patent application, industrial value chain and R&D alliance should be planed and established during R&D process.

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.