此商業企劃書是為了探討從歐洲出口二手車到非洲的可行性。 / The purpose of this business plan is to determine the feasibility of a used cars business exportation from Europe to Africa for Roufai who is a friend of my half-brother Florent. In many countries, the economic development is linked to the rise of the automotive industry, which has already started in Nigeria and still be pursued under the Nigerian Industrial Revolution Plan. This plan aims at increasing the implication of the manufacturing industry into the Nigerian Gross Domestic Product. However, the increase in the automotive market is mostly due to cars importations (around 100,000 new and 300,000 used from the public figures, and according the official Nigerian state, it is 50,000 new and 200,000 used). And the current production is around 100,000 units of mainly buses and trucks. Therefore there is room to fill in by providing used cars in good condition at a competitive price. The aim would be to answer the growing demand of the Nigerian market first, and then expand the operation to Nigeria’s neighbours like Cameroon. The company would be in charge of the following operations: collecting used cars, checkout and eventual repairs, exporting vehicles to Africa and importing them in the giant parking of Cotonou (and eventually Lomé) before selling the vehicles to intermediary agent for the traditional channel, and exporting the cars until the final customer for the online channel. We strongly believe we can achieve our objectives by providing the whole supply chain with very few intermediaries for the online channel and offering a global solution integrating all the services to bring the cars to the giant parking resellers, with competitive prices, good vehicles quality due to excellent supply and reliable repairs, and with a great understanding and responsiveness to the demand using the web. The aim is to gain 0.3% of the Nigerian market share by 2020 and to grow thanks to both investors and banks to reach a net income of 3%.

針對新創公司商業模式的研究，學術上一般會從成功企業的商業模式加以分析探討，較少針對失敗的新創公司進行研究，有鑒於此，本論文將以筆者創立的新創公司失敗案例為個案，以整合性的架構進行個案公司商業模式的分析，探討為何個案公司創業失敗，期望此失敗案例能作為借鏡，幫助往後之創業者於實務上進行商業模式設計及調整時能更全面的思考，以增加創業成功機會。基於此研究目的，本研究探討以下問題。 一、 探討個案公司之價值主張設計，分析為何無法達到預定成長 二、 探討個案公司之商業模式在設計及後續調整有何問題，導致創業失敗。 透過價值主張圖以及商業模式圖對個案公司創業各階段進行分析，本研究發現：個案公司之價值主張設計忽略了顧客最在意的痛點與獲益，價值不適配導致銷售狀況不佳；商業模式之收益流不足以支持各階段商業模式運作；商業模式的後續調整部分，其關鍵資源與關鍵活動並未隨著價值主張的改變而調整，維持之前商業模式設計，導致營運成本高昂，服務品質也受到影響。 本研究得到的結論如下： 一、 新創公司在價值主張設計上需注意其對顧客的重要性程度 二、 新創公司之商業模式所有構面應同步調整 三、 新創公司之商業模式需創造持續性收入的收益流

全球行動支付交易金額預測將從2013年的2354億美元成長至2017年的7210億，年增率平均35%，而使用人口也將從2.4億增加到4.5億。另外，相較於亞洲其他國家非現金支付比例已高達五、六成，臺灣只有25%，顯示還有很高的成長空間。本研究透過Porter的鑽石模型比較美國、中國、台灣三國在行動支付領域的優勢與挑戰，同時透過Business Canvas拆解台灣行動支付平台廠商的商業模式，藉以了解台灣在行動支付領域的策略以及商業模式運作方法。 本研究的結論認為臺灣雖然在由於法律因素在行動支付市場業務上起步較晚，然而在技術取得面具有後發優勢。在需求面，臺灣的消費者準備度亦高，因此主要的挑戰在於產業鏈上待整合與國內內需低落，尚可透過跨境電商的方式取得突破。另一方面，台灣的廠商應該考慮選擇HCE而非TSM平台，同時思考如何吸引具有強大網路效應與平台效應的族群，並在國外廠商進入前搶先佈局。本研究屬初探性質，可作為未來研究行動支付相關研究之基礎。 / Global mobile payment market is forecasted to boom from 2.354 trillions in 2013 to 7.21 trillion in 2015, averagely at 25% annual growth rate. Compared to 50-60% non-cash payment in other Asian countries Taiwan only has 25% non-cash payment, which suggests high potential growth. This research conducted Diamond Model to compare the advantages and challenges in the domain of mobile payment in the U.S., China and Taiwan. Additionally, inspecting a Taiwanese mobile payment platform company by Business Canvas to understand business models and strategies in Taiwan. The conclusion of the research suggested that though Taiwan has slower development at mobile payment in consequence of legislation factor, it has the late-developing advantage in the acquisition of technology. In demand side, Taiwan also has high customer preparation, thus the main challenges are the integration of supply chain and limited domestic need, which could be overcome by developing international e-commerce. Furthermore, Taiwanese mobile payment companies shall consider adopt HCE platform instead of TSM platform, at the mean time find out how to appeal the groups with strong network effect and platform effect, and speed up deployment before international companies access to Taiwan. This research plays a role of advanced research in mobile payment, and could be a foundation for further related researches.

社會企業有理想與現實兩面，如同手心和手背般無法切割。當社會企業找到想解決的社會問題（手心）後，也必須找到可以持續運作的商業模式（手背），包含獲利的來源、形式、比例等，才能夠支撐手心那面理想。日前社會上仍有許多社會企業是靠著各方金援或政府的補助款苦撐存活，其中能夠自給自足，甚至達到持續獲利目標的社會企業並不多。根據本研究發現，陷入此等營運困難的社會企業往往是過於著重解決「社會」問題，而忽略「企業」管理之重要性。 目前台灣有近六萬人領有視障手冊，其中有近五成從事按摩業。在台灣，失去視力就代表失能的刻板印象，讓許多視障者多元的天份被埋沒，因此本研究選定以協助弱勢就業之社會企業為研究標的。如同一般企業，社會企業在營運各階段時期也需要「策略」的轉換，初期著重釐清自己的價值定位，以及後續的市場測試、品牌經營、商品與服務的精進及各方社會資源的鏈結等，致力於降低交易成本進而解決交易問題，使得消費者願意選擇該公司的產品或服務。 為了檢視社會企業營運模式可能的運用或學術研究價值，本研究採用Osterwalder & Pigneur等人所提出的商業模式圖，作為對研究個案的分析工具，進而利用邱志聖（2005）的策略行銷分析4C探討黑暗對話和各價值交換對象之間的關係，以及交換對象彼此之間的關係。並據以探討此一個案的營運成果及評價。本研究結論有幾點結果歸納如下： 1. 企業從草創期步入成長期之關鍵策略，必須破除顧客對於公司的不信任，此時社會企業經營者如何連結不同的社會資源，及善用社會資本以創造服務機會，進而影響顧客對於產品或服務的信任程度，以降低買者道德危機成本（C3）為策略運用重點。 2. 建立信任關係是獲得及持續累積社會資本的關鍵，尤其是可見的社會績效及認同的願景，有助於強化外界對於社會企業的信任，更可結合經營者或創業家的個人吸引力，有效建立與累積社會企業的社會資本。 3. 社會企業經營者可經由其社會網絡獲取創業資源，幫助掌握創業契機；而社會資本可以做為其重要的資源稟賦，長期社會資本的發展有賴共享願景所建立之關係，並幫助創造社會企業二次成長動能。 4. 社會企業應建立危機處理能力與回應機制，避免辛苦建立的商譽、品牌及社會資本，因一時關係的處理不當而付諸流水。 關鍵字：社會企業、商業模式、社會資本

WeiChi tea shop is a franchised tea shop in Taiwan which focus on providing high quality Taiwan fresh brewed tea and we will now extend our business to worldwide, aiming for promoting the Taiwan tea to international market. We will import Taiwan tea from cooperated farms to ensure high quality of tea and will local source the suppliers for the toppings in the drinks to save the cost. Our first booth will be located in Jurong East area in Singapore, which is now the interchange of transportation and will attract great amount of customers. The target market is estimated at 12,000 people on monthly basis. Our major differentiator from our competitors will be the high quality tea imported from Taiwan and will be our instant fresh brewery by using special facilities to provide premium beverage. The initial investment and working capital to start the business will be $100,000SGD, which will be funded from the owner’s capital and bank loan.

近年來全球刮起了一陣創業風潮，世界各大城市如矽谷、倫敦、斯德哥爾摩等都有豐富的創業聚落，鼓勵、幫助當地的新創企業發展。其中，中國北京活絡的創業風氣使其成為不可忽視的重要創新據點之一。商業模式定義了企業欲傳遞給客戶的價值、產業中的定位與創造價值的方式等，在快速變化的市場環境中，商業模式的創新往往是企業成功的決定因素，對新創企業來說，商業模式的創新更是企業存亡的關鍵。本論文透過四個深入的訪談研究，進而剖析其商業模式，包括價值主張、利潤公式、關鍵資源、關鍵流程等，與企業在各要素上所作的創新，進一步探討影響新創企業商業模式創新的因素。研究發現影響企業商業模式創新的因素，不僅來自於內部的推進如企業家們有豐富的產業與管理經驗，與外在因素如制度缺失、資訊科技的普及等，皆有利於企業在商業模式創新的執行。

台灣休閒咖啡館商業計畫書 / In Taiwan, have a cup of coffee have become part of the life of people who lives in the city. We cannot only buy the coffee in coffee shop like Starbucks, Barista, or Mr. Brown but also in convenient stores like 7-11 and Family Mart. These places provide different kinds and levels of coffee. This causes a fierce competition in coffee shop market. But this also indicates that the needs of coffee keep growing. Although lots of places provide coffee, only few of them provide quality coffee in a special and tasteful space. Most coffee shops are for people to sit down and talk and consumers don’t care if the coffee is good or not as long as it’s cheap. Actually from a cup of coffee, there are lots of things to talk about. From the history of drinking coffee, places that coffee bean grows, and people who live in those places. It will be fantastic if people know this information when having coffee. Form a cup of coffee, we know how to care about the world, and we don’t have to learn these things in a classroom but in a warm, elegant coffee shop. Le Moulin de la Galette will be a shop that not only provides good coffee, but also knowledge of coffee and the way to develop the culture of coffee. It will also be a place that the customer will gain a series of delightful experiences instead of just some products that you can have anywhere.

國內資訊通路業由聯強最早於1990年代在最早投入這個市場，當時就提出銷售、配送、維修三合一的經營模式，首創了資訊通路商的名詞，也正式將傳統的代理商銷售模式打破成為了新興市場的銷售模式，隨後二十幾年國內資訊通路商有精技電腦、建達國際、捷元電腦、展基國際等皆無法有較突破性的發展與成長，營業額與聯強亦有相當大的差距，引發想探究國際性資訊通路商的經營模式與經營績效，與個案公司相較之下，有何學習之處及提供多角化經營的參考。 　　本研究探討了通路商選擇因素、經營模式、企業轉型策略與成功關鍵因素及成長策略的相關文獻，以確定通路商在供應鏈架構中的價值地位。除了文獻探討外，本研究以5間個案公司做分析、比較，分別為精技電腦、聯強國際，及2家國際性資訊通路商Ingram Micro、Tech Data及一家中國大陸內需經營的神州數碼，分析這5家資訊通路商在他們的發展歷程中如何去發掘顧客的價值主張，建置關鍵資源，精進關鍵流程，創造利潤公式而能不斷的擴大營收規模，並由其5家個案公司經營績效中，探討資訊通路商利潤公司的比較。 　　最後建議個案公司精技電腦在選擇風險最低的考量下，採取下列3個方案： 一、 應朝國際化發展－水平整合，首先朝中國市場發展 二、 增加更多產品線 三、 建構電子商務訂購平台 B To B To C

本研究以個案分析的方法探討以地產地消為價值主張之社會企業商業模式，由「永續的環境保護」與「公平的農民利益」兩個方面來檢視台灣地產地消的意義，認為台灣地產地消運動強調在地農業食物的概念，為一另類農業食物網絡，強調在地永續農業生產，藉以改善食物品質，找回大眾對於食物生產的信心，遠離生產主義，標準化和工業食物系統，突破既有產銷機制，縮短食物供應鏈，提升農民收益、重建農業地區的經濟發展藉以解決本土農產品市場失靈問題進而促進農村永續發展。 個案公司厚生市集以地產地消為價值主張，以30公里為一在地生產在地消費的運輸範圍減少食物運送里程，每一個區域生產的蔬果會供應給鄰近地區的人口，為鄰近另類農業食物網絡代表。直接與農民採購，打造短而透明的地產地消式供應鏈，品項皆可追本溯源，使供貨的農民對於用藥施肥和品質控管更謹慎，保障食物安全。 同時透過網路打造一個公平交易平台。無論產量高低，厚生市集身為中介平台接受農友自行開價，維持價格穩定，保障小農權益，不再需要搶種或搶收，經由提升生產者的收益，以經濟上的誘因，促進永續農業的發展，可說是農民與消費者的雙贏。 厚生市集以網路超級市場的概念出發，提供多元品項一次購足的服務，滿足消費者需求，同時結合獨特的混溫層包裝由機動性高的機車快遞運送，提供499元即免運費、當日訂當日到，進而升級為四小時到貨的服務。打造出與網路平台、主婦聯盟生活消費合作社等現今市場主流業者差異化的服務模式，創造出商業模式的價值。 厚生市集在發展出一套成功的市場模式後，進而更將合作夥伴擴展到其他非營利組織，提供非營利組織一套維持組織永續與財務自主之可能財務模式，創造更多社會價值。經本研究以個案研究法分析厚生市集商業模式架構後，本研究認為厚生市集強調公平、永續的地產地消價值主張，以小農為關鍵合作夥伴，以地產地消減少中間商層級縮短供應鏈，打破原有只重視經濟層面的農產品產銷模式，進而保障農民收益與消費者的食物安全和品質，可作為未來建立公平永續的農業產銷體系之參考。

公平交易咖啡館商業企畫書:以經濟與社會脈動為基礎 / Fair Trade Café plans to open in spring 2011 and will be located in the Porter Square area of Cambridge, Massachusetts, USA. Fair Trade Café will seek to capitalize on the growing interest in fair trade by selling a complete line of fair trade coffee and tea products to consumers. Fair Trade Café is determined to become the number one choice for residents of the Porter Square area for all their café desires. Fair Trade Café will thus market itself both to the everyday coffee/tea drinker, as well as to progressive consumers who are interested in supporting long-term economically sustainable fair trade business. Fair Trade Café will be a limited liability corporation owned by Nicholas Kanter and Michael Kanter and four private investors. Both Nicholas and Michael have long been interested in working with fair trade products and are extremely enthusiastic about getting into the fair trade café business. Nicholas is a soon to be graduate of the prestigious International MBA program at National Chengchi University in Taiwan with a specialization in Marketing. Michael has over 35 years of business experience serving as CEO of Cambridge Naturals, a natural products store, as well as working as a consultant to numerous successful start-ups. Fair Trade Café will seek to lease a space approximately 300 sq/m in the Porter Square area of Cambridge, Massachusetts. Porter Square is a very busy and urban part of Cambridge that attracts significant foot, car and public transportation traffic both during the week and on the weekends. An initial amount of $180,000 will be required for start-up. Nicholas Kanter and Michael Kanter will each contribute $45,900, and the private investors will contribute $22,050 each.