本論文旨在探討台商企業面對中國大陸這幾年來的投資環境變化所採取之創新應變策略之研究。本研究聚焦在台商聚集最密集、且近年來大陸投資環境變化最劇烈的東莞地區，探討過去以彈性、創新與問題解決為特性的台商企業，在快速變遷與競爭的大陸與全球市場，所面臨的困難以及他們的創新之道，藉由掌握台商後續在中國大陸市場發展的重要參考。 本研究結果顯示，中國大陸外資政策的巨大轉變，讓當地的台商企業產生營運成本提高、出口退稅減少的問題。對外又受到全球原物料上漲與金融海嘯的衝擊，影響其營運成本和外銷訂單衰退。 儘管多數受訪企業都受到外在投資環境改變的影響，但本研究也顯示，成功的企業早在投資環境開始大幅改變之前，就以前瞻的思維做好創新的準備，並採取「提高價值(Value up)」的路線，而非一味的講求「降低成本(Cost down)」。因此開始在產品上更加強化研發實力，在內部管理上更加強調人員培訓，在市場開發上則更加注重中國內需市場，以發展自有品牌或代理國際代工客戶的品牌，走出外銷不振的衝擊。 最後，本研究也建議，企業在發展創新策略時應該注意保持對自身核心競爭力與外在市場的敏銳了解，才能成功創新，讓企業永續經營。 / The objective of the thesis is to discuss the innovation strategies that Taiwanese enterprises take to overcome the dramatic changes of Chinese investment environment. The study mainly focus on Taiwanese enterprises in the DungKuan City, the area that most Taiwanese enterprises locate in and has been through the most dramatic investment environment changes in recent years. Also, the study aims to discuss what kind of problems these Taiwanese enterprises, who are known for being flexible, innovate, quick problem-solving encountered and how do they solve the problems by innovative ways. These results can become important reference for Taiwanese to develop further in Chinese. The result shows that the changes of Chinese policies for foreign enterprises increase the Taiwanese enterprises’ operating costs and decrease their export tax benefits. At the same time, the soaring raw material price and global financial crisis also infect the Taiwanese enterprises’ operating costs and lose of export orders. Although most of the Taiwanese enterprises suffered from the impact of external investment environment challenges, the study also indicates that successful enterprises have made well preparation before the environment challenges happen. Also, they mainly focus on “value up” strategies, not just to “cost down”. Therefore, they emphasize more on research and develop abilities, or human power training, or make efforts on developing Chinese market by different branding strategies. At last, the study also provide suggestion to these Taiwanese enterprises and points out that enterprises should oversee their competitive advantages and cultivate strong market sense when they develop their innovation strategies. In this way, the Taiwanese enterprises can survive from the investment environment changes and have a better future.

本文是一個產業催熟的故事，記錄一個台灣原創的數位內容產業創新的過程。 在2002年至2006年之間，階梯數位科技公司快速催熟數位學習產品，也快速催熟數位學習市場。個案故事展現的是：在新的產業（數位內容）、新的市場(網路化與大中國市場興起)的環境下，帶著台灣中小企業彈性靈活、勇於冒險性格，也敢於做大夢的創業精神(要做華人的全球品牌)，催生了階梯的事業創新模式，也因而浮現了「催熟」的特殊創新動態過程。 在催熟過程中浮現了從創業精神、機會辦識、定位、資源運用、策略選擇，到創造價值的創新脈絡，而這些脈絡，可以從階梯公司之前近三十年的創業歷程中，找到一脈相承卻又有所不同的創新基礎。階梯個案在很短的時間內，創造了數位內容產業創新高峰，階梯ladder100.com線上課程創造了龐大產值，大幅縮短了從機會辦識到價值創造的進程，其中催熟的關鍵是內外部資源的靈活運用，但也因資源管理的問題，導致催熟失控，付出昂貴代價。階梯個案ladder100.com創業浮現過程，也是數位產業發展一堂寳貴的課。 階梯在數位學習產業發展的階梯數位學習產業創新「催熟」，以及催熟第四年的創業危機，整個過程可看到的，不但是台灣數位學習產業、數位內容產業的創業個案經驗，同時，台灣知識型產業的機會與挑戰，也在此浮現。 關鍵字：數位內容 線上課程 創新產業 催熟 / This article is a story of ripened industry, keeping track of innovative process of the digital content industry originated from Taiwan. During 2002 to 2006, the ladder digital company were rapidly ripening e-learning products as well as e-learning market. This individual case revealed: under a circumstance of new industry (digital content) and new market (the global network and the rise of Pan-China market), together with the flexible and agile characteristics, Taiwan small and medium enterprises were braved in adventure and dared to have a stunning dream of creating the Chinese’s global brand; with such a ventured spirit, it hastened an innovative model of ladder’s business, so emerged the ripening of the newly and particularly dynamic process. In the ripening process, it emerged from the creative spirit, opportunity identification, orientation, resource application, and strategy option to the new valued innovation contexts, from which the innovative foundation that came down in one continuous line, but also in a different way, can be found from the creative course about thirty years prior to the ladder digital company. Within a very short time, ladder’s individual case had created a high peak of digital content business. The ladder 100.com e-learning course created a massive yield, and substantially shortens the process from opportunity identification to value creation, during which the ripening key point consists in nimble used of internal and external resources. Because of the issue of resource management, therefore, it resulted in the ripening out of control, so as to pay out an expensive cost. In the process of creative emergence of the ladder100.com, it became a precious lessen for the development of digital industry. The ladder digital company created the “hastened the ripening” in the e-learning industry and development, and ripens the 4th year creation crisis. In the whole process, what we may see is not only Taiwan’s e-learning industry and digital-content industry, but also the opportunity and challenge of Taiwan’s knowledge-based industry. Key Words: Digital Content; E-learning Course; Innovation Industry; Ripening

為了追求顧客高滿意度是服務業不斷努力的目標，經營電子商店的廠商紛紛絞盡腦汁，以迎合顧客需求，PChome有別於其它業者在網路購物市場找到利基，2007年1月改以強調「速度」新服務概念推出24小時送達的購物服務，由大幅成長的月營收表現可得知此服務被消費者廣為接受。此外PChome 24小時購物更榮獲97年度經濟部「產業創新成果表揚」的產業製程/流程創新獎。因此PChome為何成立24小時購物，且如何規劃設計流程，將此創新服務透過什麼方式傳遞給顧客，為亟欲探討的課題。 本研究以Hertog & Bilderbeek（1998）提出的服務創新四構面模型作為研究的基礎，探討PChome 24小時購物的創新服務，本研究問題如下： 1.PChome推出24小時購物專區的動機為何? 2.PChome 24小時購物的創新服務與創新成果可由那些構面來觀察？ 3.PChome 24小時購物的技術選擇構面與其它構面的關係為何? 4.PChome 24小時購物在創新服務之經營運作成功經營的關鍵為何? 研究結論如下： 一、PChome 24小時購物精準掌握消費者需求產出新服務概念，解決顧客下訂單之後等太久的困擾，為顧客創造價值才是創新的根本。 二、PChome 24小時購物的「新服務概念」、「新客戶介面」、「新服務傳遞系統」、「技術選擇」四構面都有相當的創新。 1. PChome 24小時購物服務的內容與特色鮮明，鎖定需要快速收到貨的目標族群，在網路購物市場找到獨特利基優勢。 2. PChome 24小時購物在新客戶介面提供「容易操作」、「容易查詢」商流服務介面，有助於創新服務的表現。 3. PChome 24小時購物設計三個新流程- -(1)商品選購、(2)成立倉儲物流中心集中管理商品、(3)宅配送達，來處理商流、金流、物流、資訊流。 4. PChome 24小時購物的核心技術策略，成功開發「快速供貨管理系統」及「硬碟式倉儲管理儲存模式」二個IT系統，成功作到資訊即時整合，讓訂單零時差、出貨零時差、庫存零時差，為技術選擇關鍵。 三、「技術選擇」在PChome 24小時購物創新服務的扮演不可或缺的關鍵性角色，技術決定服務，支撐「新服務概念」「新服務傳遞系統」、「新客戶介面」其它三構面。 四、PChome 24小時購物的行銷、分配、及組織發展策略奏效，連結新服務概念、新客戶介面、新服務傳遞系統，成功推行創新服務。 1. PChome 的行銷策略鎖定需要迅速收到貨的目標市場，提供多樣產品選擇，強化24小時購物品牌形象。 2. PChome 整合統一速達的宅配，提供24小時購物服務，與為分配策略重要的一環。 3. PChome 24小時購物的組織發展策略，在組織資源及能耐已有足夠的能力規劃及經營管理此創新服務。 五、PChome 降低消費者交易成本，縮短交易流程及時間，加速消費者採納24小時購物。

生活實驗室(Living Lab)是一種以使用者為中心(User-centric)的研究方法，設立於一多元脈絡(Multi-context)的真實(Real)生活情境中，使所有利益關係人(Stakeholders)主動(Active)參與共同創造(Co-creation)，透過使用者需求研究，測試、驗證新產品服務原型、系統、以及商業模式，並持續給予產品服務提供者回饋，以提供複雜問題的解決方案，創造有價的創新產品服務。 　　本研究選定台灣的四間生活實驗室為研究對象，包括：資策會Living Lab Taiwan、台大INSIGHT Center、交大Eco-City、以及成大TOUCH Center；本研採用Gulliksen等人(2009)所提出的生活實驗室共創原則，並結合Voss(1992)提出的服務創新流程為本研究之研究架構，藉此研究生活實驗室，在不同時期下，與使用者共同創造之達成度，並對分析所見結果的成因，研究結論概述於下： 一、採用本研究所提出的「結合創新服務流程之使用者共創原則」架構，可呈現生活實驗室共創原則，分析各時期是否達成要求，適合做為分析生活實驗室在共創運作上的操作準則。 二、根據本研究分析，資策會Living Lab Taiwan，相較台灣其他三間生活實驗室，與使用者共創的達成度最高。其設立真實生活實驗室場域，並自行開發商業驗證方法論；其他生活實驗室則尚無建立。 三、台灣各生活實驗室在「概念期」與「發展期」尚位涉足。因各生活實驗室仍屬於技術本位，未真正以使用者需求為出發，仍是由產品服務提供者自己的想法進行發展。

國家整體經濟發展向來與產業本身有著相互依存的關係，產業園區的設立更是被賦予經濟、政策上的特定目的。然而過去以計畫、政策為導向進行園區的設立已難以因應國際景氣波動及創新、知識型產業競爭衝擊，情勢是轉為考量產業根本及新興產業軸線的發展，由產業需求決定園區轉型、再生方向。 本研究一方面探究我國具備優勢性的產業聚落以產業群聚的角度著手，呈現出產業發展上最有效率的模式，另一方面是以典型探討的區域創新理論，反映區域網絡間創新效果以提高區域競爭力。針對兩層面的的正向能力評估目前國內各個產業園區其中的新興產業發展潛力，進而將產業適地適當的置入、整體的布局，作為促進地區新興產業發展啟動點，擴散至周遭的區域產業發展。 研究結果是得以將區域創新及產業群聚兩層面，轉化為實質架構體系做為衡量績效的評估模式，並可由編定工業區環域做為未來研擬產業發展分區的基礎。另外，在經評定下新興產業的高發展潛力地區仍是以六都所在之環域範圍，並劃分出策略核心發展區及主力發展區做為在有限的資源分配上可行的新興產業實質發展地區。 / A country’s overall economic development and its industries are interdependent; the establishment of industrial parks bears the specific goals of economy and policy. However, the establishment of an industrial park bases on plans and policies is getting more difficult to tackle the competition impacts of global economic fluctuation and innovation, knowledge industry. It’s about time to consider the basis of industry and emerging industrial developing axis, determining industrial park transformation and regeneration direction by industrial demand. There are two discussing aspects in this research, one of which is to investigate Taiwan’s advantaged industrial cluster, In terms of industrial cluster, the research tries to present the most efficient model of the industrial development; another discussion is about the classic discussion of regional innovation theory, through an overall discussion the research tries to reflect the innovative effect among regional networks so as to increase regional competitiveness. According to the positive ability of these two aspects, the research assess the developing potential of emerging industry existed in the current industrial parks in Taiwan so as to find the start of promoting local emerging industrial development and bring a comprehensive, proper industry in the local, extending the industrial development to its periphery. The result of this research is to turn the aspects of regional innovation and industrial cluster to a physical framework so that the evaluation model of performance measurement can be established; furthermore, an industrial surrounding area can be set up being a basis for planning industrial development segment in future. In addition, after the assessment, the emerging industries with high developing potential are mainly in the scope of surrounding areas of six municipalities, and due to an issue of limited resources distribution, the strategic essential development areas and the major development areas are divided becoming specific development areas of feasible emerging industries.

在國內文化創意產業蓬勃發展之際，因外在環境的景氣不佳，讓不少廣告客戶緊縮預算，加上外商的廣告集團逐漸將市場經營重心移至中國，台灣廣告代理業似乎走到了谷底。然而，新創T公司不同於上述消極態度，認為應該改變規則，主動形塑新局面，因為外在環境愈是艱困，愈能突顯自我的存在價值，而且本土廣告業者具有機動性高與應變能力強的優勢，反而會比外商廣告集團多了自由揮灑的舞台空間，更有機會來取得廣告客戶的青睞。 本研究採用質性研究法，選擇T公司個案來呈現，因這家新創公司的經營思維與特色，在國內的廣告代理業可謂是首見，本研究的目的是對比、分析T公司與傳統廣告代理商的商業模式，進而找出兩者之間的差異處，主要是依據兩位學者Osterwalder and Pigneur (2010)所提出的商業模式圖(Business model canvas)作為研究模型。 研究結果發現，雖然T公司有著資金和技術能力等限制變數，但為了貢獻公司本身的更大價值，藉由改變服務的顧客群，來跳脫它與傳統廣告代理商間「非贏即輸」的零合競爭局勢，進而創造出互利多贏的協同合作商機，T公司選擇做與競爭者不同的事，運用策略聯盟方式，來連結廣告及行銷公司，對內採用資源整合與業務整合來傳遞行銷服務的優勢，對外組成最適化的夥伴團隊，分進合擊來開發廣告客戶的新生意。 多數的台灣廣告代理商，已面臨廣告本業的成長力道不足以因應數位洪流來臨的速度與壓力，本研究相信經營管理階層可透過商業模式創新來尋求再度演進，亦即廣告代理商需跳脫原來的核心領域與舒適圈，懂得對應數位化所引發的領導、策略、組織及人才等各方面問題，繼而創造出比廣告核心更核心的東西；本研究建議傳統廣告業者須要積極轉型、全面革新，以適應截然不同的數位思維，建立跨領域的團隊，開創出具有成長利基的新商業機會。 / Although cultural creativity industry in Taiwan is blooming, many potential advertising clients in various fields have tightened their budgets due to the economical adversity. In addition, foreign advertising communication groups have gradually shifted their marketing management focus to Mainland China, advertising agencies seem to have a serious slump. However, different from other pessimistic advertising communication groups, Agency T, a newly established advertising firm, has a more aggressive approach. Agency T believes that the slower the economy is, the more value of an advertising agency can be shown. The advantages of higher flexibility and quicker mobility than foreign agencies would have better chances to impress their potential clients more. Agency T was selected as the case study for its innovative business management philosophy and uniqueness in its industry. In this research, a business model was developed based on Business Model Canvas proposed by Osterwalder and Pigneur (2010); a qualitative analysis method was used to compare and analyze the difference between the business models of Agency T and other conventional advertising agencies. The research result has shown that although Agency T had limited resources and technical ability, by providing service to a different clientele group to create a “multi-win” cooperative business opportunity with its rivalry instead of joining “winner takes all” biddings against other conventional advertising companies, it generated a greater profit. Not only by consolidating resources and sales to deliver a message of its marketing service advantages to its clients, it also strategically allied with advertising and marketing firms to form a tailor-made team to develop new business. Most local Taiwanese advertising agencies have been facing the pressure of the growth recession in advertising demand and speed of digitalization. This research has proved that the management level executives can create new business opportunities by developing another innovative business models. In other words, advertising firms must jump out of their core field and comfort zone in addition to solving problems involving leadership, strategies, organizations and talents triggered by digitalization. This way, a core field that is “more core” than the advertising field will be developed. This research suggested conventional advertising firms ought to transform, revolutionize to adapt digitalization and to establish interdisciplinary teams to generate profitable business prospects.

國內的餐飲業發展迅速、日新月異，各種風味特色、各種經營方式、各種組織結構的餐飲業星羅密佈。國內擁有博大精深的飲食文化和市場基礎，因此餐飲業就成了最為活躍而且最完全競爭的產業。目前，越來越多的餐飲業正在朝向著規模化的方向發展，跨地區發展的連鎖餐飲企業集團逐漸佔據主導的地位。隨著業務的迅速發展，規模龐大的連鎖餐飲業不斷地面臨了管理分支機構所帶來的經營成本、涵蓋範圍、標準化生產和服務管理等方面的巨大壓力。因此，連鎖餐飲業迫切需要一種異地安全互聯的經營管理方案，上傳財務資料，而且要將辦公資料和財務資料分離開來，並設法降低管理費用。同時，面對餐飲產業管理效率低落、決策欠缺系統化，以及供應鏈最佳化的問題、對外部市場的快速反應問題等，需要建立可以搭載IT (Information Technology) 系統的數位化系統，加強內部資訊的共享性、時效性、透明度，深化企業的內部管理，提升管理效率，從而最大程度地達到內部和外部資源的最佳利用，不斷地提升市場競爭力。 本研究在回顧國內連鎖餐飲業的發展現況和所存在的問題，以及數位轉型與服務創新在連鎖餐飲業的應用現狀之基礎上，分析了連鎖餐飲業價值鏈的架構和特色，闡明了國內連鎖餐飲業發展數位轉型與服務創新策略的可行性和必要性，提出了適合國內連鎖餐飲業發展的數位轉型與服務創新模式，並設計出了個案連鎖餐飲企業發展數位策略的整體規劃和執行方案。最後，本研究在對個案連鎖餐飲公司做SWOT 分析的基礎上，重點研究了個案公司數位轉型與服務創新的應用情況，並給出了針對其缺點的改進建議。 / The catering trade industry of Taiwan is developing vigorously with new, special-flavored catering trade enterprises of varying operation modes and organization structures spreading all over the country. As Taiwan owns a profound and deep catering trade culture and market base, the catering trade industry has become the most competitive industry in Taiwan. More and more catering trade enterprises are developing in large scale. Cross territorial chain catering trade enterprises are gradually leading the market. With the rapid development of catering trade business, large-scaled chain catering trade enterprises are facing a huge amount of pressure of operating cost, covering range, standardized manufacturing and information security resulting from managing the branches. Thus, the chain catering trade enterprises are in urgent need of an operating management scheme of cross territorial and security inter-connected to upload financial data. Meanwhile, the scheme should also be able to separate the administrative data and finance data. Considering the catering trade industry is in a situation of low managing efficiency, unscientific decision-making, internal optimization of supply chain and agile response to the external market, it needs an digital system that is able to build on MIS to reinforce the sharing and efficiency of internal information, deepen the internal management, upgrade managing efficiency. In this way, the chain catering trade enterprises can make full use of internal and external resources so as to improve the market response. On the base of reviewing the present situation, problems and digital application status in Taiwan’s chain catering trade enterprises, this paper Analyzed the form and feature of the value chain of the chain catering trade industry, clarified the feasibility and need of applying digitalization in chain catering trade enterprises, put forward the digital modes that are suit for the chain catering trade enterprises of Taiwan, devised a whole program and implementation of applying digitalization for Taiwan’s chain catering trade enterprises. At last, on the basis of SWOT analysis analyze and study the case study company, this research mainly analyze the digital application of the case study company and put forward to the suggestions accordingly.

本研究旨在以個案，來探討物流産業的經營策略，主要研究在瞭解 企業自身的核心能耐，如何利用各種不同的營運活動來支持企業的 策略定位，也在探討企業如何在動態競爭環境中，掌握新的成長機 會，並透過適切經營管理模式與組織執行力，構築營運模式與創造 獨特的競爭優勢，以達成永續經營的目標。 因此，本研究透過運用五力分析進行過去、現在、未來評估，並找 出可能的策略創新機會，進行企業內部探討找出公司之核心能耐， 運用機會能耐配適模型、評估可具體發展之機會，思索此機會成功 的關鍵(即競争優勢)，探究為創造此競爭優勢，所需要的策略定位， 設計適切的營運活動，及定義清楚的策略藍圖。

The food and beverage industry in Taiwan is becoming increasingly competitive. Companies have therefore been trying to expand their operations abroad to different countries, both emerging and developed economies. How the companies expand and operate abroad is a challenging issue faced by every company that tries to enter foreign countries. This research starts out from the practitioners’ perspectives, and addresses critical management issues. The problems of international expansion are dynamic and fairly complicated due to the fast-changing business environment, which means practical decision rules are valuable. The study tackles this issue by attempting to offer decision rules on three research questions. They include the influence factors on the selection of foreign market entry mode, the mechanism of capturing growth and avoid huge losses and business model innovation in foreign markets. This research discovers entry mode choice should be accompanied by considering the joint effect of influence factors. And at point of entry, adopting real option perspective leads to better performance in the foreign market because it captures growth opportunities. Furthermore, adjusting the key processes in the business model helps companies realize more efficient operations and in some case, leads to better subsequent performance after entering the foreign country.

在行動寬頻、雲端及網際網路等產業的帶動下，全球行動裝置如智慧型手機及平板電腦蓬勃發展，其衍生之行動經濟及應用更為全球經濟成長帶來高度動能。在連網裝置逐年成長之下，物聯網產業應運而生，而其中感測器技術更為物聯網基礎建設中最為核心的關鍵項目。繼蘋果於西元2013年WWDC大會發佈iBeacon技術後，全球零售業掀起微定位熱潮，而Forbes更預估企業利用Beacon搭配APP蒐集消費者資訊為未來物聯網重要趨勢之一。在實體零售店逐漸「展示店化」趨勢下，如何藉由ICT科技、物聯網技術、行動裝置應用來加強與消費者間的連結及提升購物體驗，為實體零售業者急需面對的課題。 本論文研究主要的目的在於探討Beacon於台灣零售業者燦坤的創新擴散歷程，以及使Beacon能夠於燦坤導入每階段快速擴散的關鍵因素，而其中以創新擴散模型之認知、說服、決策、實行、確認五階段構面進行研究與分析。此外，更探討燦坤如何運用Beacon進行O2O虛實整合。 本研究所得到的主要結論包括：(1)在創新擴散的流程中，擁有與導入科技相關的組織團隊背景以及根據創新需求調整組織架構，為Beacon於燦坤之認知階段中能夠快速擴散的關鍵因素。(2)在創新擴散的流程中，鼓勵創新的企業文化為Beacon於燦坤之說服階段中能夠快速擴散的關鍵因素。(3)在創新擴散的流程中，將非核心能力專案外包以及對於外包廠商的選擇，為Beacon於燦坤之決策階段中能夠快速擴散的關鍵因素。(4)在創新擴散的流程中，高階主管對於專案的參與支持以及選擇場域面積、營業額、人流數較大的門市進行首波產品曝光測試，為Beacon於燦坤之實行階段中能夠快速擴散的關鍵因素。(5)在創新擴散的流程中，進行產品的成效評估和顧客滿意度調查，以及尋求產品穩定的獲利模式來源，為Beacon於燦坤之確認階段中能夠快速擴散的關鍵因素。(6)燦坤以Beacon為技術核心打造燦坤黃金傳說APP，以門市尋寶及APP推播的方式，連結燦坤3C實體門市及快3網路商城，使虛實能夠結合及互利。本文最後並提出對於實務上及後續研究的建議。