本研究依循Web 2.0內容平台的研究成果，探討在科技快速變遷之下，網路新創事業如何尋找創意靈感的源頭活水？如何以精實創業模式，節省時間與資源的浪費，透過社群經營找到商業模式創新的可能性，在競爭激烈的網路產業紅海中，快速搶占市場先機脫穎而出？ 首先，本研究針對過去許多學者在網路企業、虛擬社群、商業模式及精實創業等各理論的發展進行探討說明，接著以Eric Ries（2011）的精實創業理論與Steve Blank（2013）的精實創業三原則為研究主軸，融合Wheelwright and Clark（1994）的Design-build-test Cycle之Design Phase、Hagel Ш and Arthur G. Armstrong（1997）建立臨界數量會員的三大挑戰、Gary Hamel（2000）的事業經營模式，成為本研究分析架構的基礎。本研究採取探索性個案研究法，選取iCook愛料理及iPeen愛評網兩個企業個案，進行半結構式訪談，深入了解網路新創事業的起源、理念、發展與作法。 透過分析比較企業個案與文獻理論探討，本研究之發現如下： 一、新創事業的創意靈感來源，來自於對使用者的深入觀察及國外成功案例的啟發。創新商業模式的作法須以「企業價值主張」及「目標客群鎖定」為中心，透過「減法」方式建構最小可行方案，並融合國外創新成功因子及台灣在地文化，提升創新事業的新穎性及適地性。 二、建構虛擬社群的方式，須回歸於「產品功能介面」與「顧客使用經驗」的不斷優化，輔以知名品牌或關鍵人物的口碑宣傳，加速擴散行銷，並善用內容資產及消費者心理分析，加強產品的功能服務及客製化使用程度，以提升顧客對企業品牌的忠誠度。 三、以敏捷開發法創新商業模式，須由草根模式發展核心策略，適時參考顧客的回饋意見，不斷輸入外部知識以避免團隊核心僵化，進而加速產品開發週期循環，並藉由價值網絡的策略聯盟，累積企業的知名度與顧客流量，最後能以自身品牌資產主動創造合作網絡的價值。 最後依據結論提出網路新創事業在經營管理方面的建議，如下所述： 一、深度經營垂直性社群，輔以口碑行銷擴散社群廣度。 二、跨領域整合硬體、軟體、內容、服務各方優勢，創新商業模式的應用。 三、精實創業的過程，講求階段性開發的速度而非精準度，因此團隊成員的專業核心能力為成功的關鍵要素所在，配合顧客回饋意見及創新審核法的檢視，以薄創新的開發方式搶占市場先機。 / Based on the study results of Web2.0, this research attempted to explore how internet new businesses seek for inspiration in the era of rapid advancement of technologies? How can they discover the possibilities of inventing a new business model by taking community as the business center and seize the market in such a competitive network industries by employing the lean startup model to make good use of time and avoid wasting resources? First of all, this research aims at discussing the development of theories of internet enterprises, virtual communities, business models and the lean startup models put forward by scholars. Next, the basic structure of this research is formed by centering on The Lean Startup Model Theory (Eric Ries, 2011) and Three Principles of The Learn Startup Model (Steve Blank, 2013), and further integrates Design-build-test Cycle(Wheelwright and Clark, 1994), Three Challenges of Developing Critical Mass(Hagel Ш and Arthur G. Armstrong, 199) and Business Model Theory(Gary Hamel, 2000). This research adopted an exploratory case study method, where data was collected through semi-structured interviews with two enterprises—iCook and iPeen, to analyze and understand the origin, concepts, development and measures of innovative business network. After this study compared the analysis of the case study of the enterprises and reviewed literatures, the findings of this research are as follows. First, the inspiration of innovative businesses stem from closely studying targeted users and successful cases from overseas. Innovative business models should be “value-proposition-oriented” and “targeting-customer-oriented”, employ “subtraction” to develop a feasible plan and fuse successful elements of abroad cases and Taiwan culture into innovative business models to enhance the novelty and localization of innovative businesses. Second, the methods of establishing virtual communities should put emphasis on ceaselessly optimizing “product function interface” and “customer’s using experience”, cooperate with well-known brands or key men to promote products and marketing, make good use of content assets and customer psychology analyses, and intensify product function services and customization utilities to increase customer loyalty in business brands. Third, agile-development-based innovation business models should center A Grass Roots Model of Strategy Formation to develop core strategies, take customers’ feedback into consideration, and constantly instill external knowledge to avoid core rigidities to further accelerate product development cycle; through value network of strategic alliance, the enterprises accumulate corporate recognition and customer flow. Eventually ebterprises can establish their own brands to actively create the value of cooperative network. Finally, based on the conclusions, this research proposed three suggestions of management for the internet new business as below. First, deeply engage with vertical community and cooperate with word of mouth marketing to extent the span of community. Second, to integrate hardware, software, content and service interdisciplinarily in order to innovate the application of business model. Third, the process of The Lean Startup emphasized on the speed of phased development rather than accuracy. Therefore, the key success element is the professional skills of the entrepreneurial team members, with customer’s feedback and innovation accounting method of viewing the business in order to accelerate the development of innovation to seize market opportunities.

隨著知識經濟時代的來臨，許多企業、機構開始投入龐大的資源在智慧財產的發展，並規劃所謂智慧財產策略，標榜智慧財產是其最大價值及獲利所在，然而，這些為取得智慧財產所付出的鉅額代價，是否真的為企業和機構創造出高價值的智慧財產並帶來豐厚的利潤？以台灣為例，2005年台灣的專利申請數量，在美國排名外國申請人第四名，在日本排名第三，在歐洲也僅次於日本和韓國排名亞洲第三；而專利獲准件數方面，在美國排名第三，在日本也高居第二。但是，台灣每年花費超過新台幣100億元在專利申請上的結果，卻係每年仍需支付高達新台幣1500億元之多的權利金，以及每年新台幣500至600億元之律師費以應付美國專利侵權訴訟，而造成此結果的原因就在於整個智慧財產從研發、保護、經營、管理到行銷，都欠缺規劃、理論、方法和商業模式，而全球現今亦尚未有針對智慧財產發展出來之行銷學或行銷理論。 　　以有形產品和服務為基礎形成之行銷學理論發展迄今已有五十餘年的歷史，不但帶動了相關產業的發達，滿足了市場的需求，也為企業創造了獲利，而各種行銷學理論更是不斷形成和發展，包括運用市場區隔（segmentation）、選定目標市場（targeting）及定位（positioning）的STP程序，以及有形產品的4P、4C、6P、3V，和服務行銷的7P、8P等等，該等行銷理論雖然成熟，惟因智慧財產性質特殊，使得有形產品和服務之行銷理論無法直接套用於智慧財產行銷上，因此，實有必要針對各種智慧財產態樣，分別建構智慧財產之行銷理論及商業模式。 　　基此，本文試圖建立一套完整的專利行銷理論和商業模式，建構流程和步驟如下：(一)發展專利行銷之環境條件；(二)專利行銷應考量之因素；(三)專利行銷流程之組合要素；(四)專利行銷執行規劃；(五)專利行銷商業模式。本文並融合前述專利行銷理論，架構出發展專利行銷所需之平台系統，以及專利行銷執行中所需之配套措施，包括代理及經銷機制、會計財務制度和稅務規劃。此外，本文亦就全球包括台灣在內的一些較著名之智慧財產交易平台深入分析、檢視，並探討渠等可能面臨之問題和困境。本文在架構智慧財產行銷理論時，著重於涵蓋並融合整個組織內部和外部的研發創新、經營管理和市場行銷之作業流程，祈有助企業建立以市場為導向之商業發展策略和創新研發計劃，有助政府的產業政策得以使整個國家產業鏈規劃更完整、資源配置更具效益，有助研發機構之研發計畫更貼近產業和市場需求。 / With the emerging of knowledge-economy era, lots of enterprises and institutions begin to invest huge amount of resources in the development of Intellectual Property (“IP”), and to develop so called “Intellectual Property Strategy.” Some of them will try to boost its reputation by highlighting that intellectual property is their most valuable assets and the source of profits. However, it is questionable whether those IP related significant investments really create high value IPs and bring in high margin profits for these enterprises and institutions. Take Taiwan as an example, Taiwan has been ranked as the top fourth foreign applicant in the US in comparison of the total quantity of patent applications in year 2005. The same ranking for Taiwanese patent application in Japan is top 3 and Taiwan is also ranked as top 3 among Asia countries in Europe (only fewer than Japan and Korea.) As for the total amount of patents granted, Taiwan is top 3 in the US and top 2 in Japan. Nevertheless, even though Taiwan has made an annual investment for more than NT$10 billion in patent applications, it is estimated that annually Taiwan still needs to pay more than NT$150 billion for patent royalty fees, as well as 50 to 60 billion of legal fees in responding to US patents infringement litigations. The reason is the lack of strategic planning, theory, methodology and business model in the overall IP areas, including from Research & Development to IP protections, business operation, management and marketing. In addition, currently there is no marketing research or marketing theory specifically developed for IP in the world. 　　There are more than 50 years of history and development in the marketing study or theory that based on tangible goods and services, such study not only promoted the vibrant development of related industries, fulfilled the market needs, but also generated profits for enterprises. In the meantime, all kinds of marketing theories continue to emerge and develop, including the STP procedure for leveraging market segmentation, market targeting and market positioning, and the 4P, 4C, 6P, 3V theories focused on tangible products, and the 7P, 8P theories applied to service marketing. Although these theories are quite mature, due to the special nature of IP, these theories focused on tangible goods and services still cannot directly apply to the IP marketing. Therefore, it is really necessary to separately build up unique marketing theories and business models specially focused on different kinds of IP. 　　Based on the above, this thesis is trying to establish a set of complete patent marketing theory and business model. The flow and process are: (1) the environment conditions for developing patent marketing; (2) the factors that need to be considered when conducting patent marketing; (3) the necessary components in the process of patent marketing; (4) the implementation planning for patent marketing; (5) the business model for patent marketing. This thesis also combines the above patent marketing theories to establish the platform system which is necessary for developing patent marketing, and also a complete set of supporting measures which is necessary for implementing patent marketing, including agent and distribution mechanisms, accounting and finance system, as well as tax planning. In addition, this thesis also conducted in-depth analysis and review on some of the well-known global (including Taiwan) IP transaction platforms, and also study potential issues and challenges these platforms may encounter. During the structuring of IP marketing theory, this thesis focuses on covering and integrating all the internal and external 　　organizational operation processes related to R&D, innovation, business management and segment marketing. The author wishes to assist enterprises by building up market-driven business development strategy and R&D/innovation plan; to assist the government by improving the industry development policy to establish a more complete country wide industry value-chain planning and a more efficient resources allocation plan; and to assist the research institutes by creating a research and development plan which is more close to industry and market needs.

本論文研究專注於研究穿戴科技對於銀髮族遠距照護服務創新的可能性，利用系統思維與設計思維的研究方法來進行服務設計。研究問題設定為”一個罹患慢性病並獨自在家生活的銀髮族,如何自主健康生活，並能讓家人感到安心呢” 。透過顧客驅動價值共創的服務設計模型，確認利害關係人，並實際訪談利害關係人後深入分析使用者潛在問題及需求，以不同視角來找出創新的洞見。依據此洞見來發展可行的方案，並展開成為完整的服務系統，再將此服務系統雛型具體化產出後進行風險分析。最終的研究結果以商業模式草圖來呈現完整的商業模式。 / The aim of this thesis is to study the possibility of the wearable technology and to create a service innovation toward the tele-health for elders. The research method of the service design is based on the design thinking and the system thinking.We set up a hypothetical situation as follows: A solitary elder who has chronic diseases knows to how to manage her/ his life well without making the family worry. Through the service design models from the co-creation of the customer empowerment, we affirm the stakeholder at the beginning and then interview her/ him to get to know more about the needs and some main details. The purpose is to look for the insight into the innovation in different aspects. Based on this insight, we start a feasible plan and develop the integrity of the service design. Next thing we externalize the service design prototype and provide the follow-up risk assessment.As the final result, we use business model canvas to bring out the coherence and the integrity to our business models.

環顧國內，整體運動產業之發展，雖有稱作是運動休閒服務之產業，但大多都是傳統的商品販售模式，而非以價值交換為主的服務模式；而近年來在國內各項個人運動隨著穿戴式裝置開始風行之後，無論是慢跑、單車、三鐵等都非常盛行，也連帶著促進了整個運動產業的蓬勃發展。此外，團體球類運動一直以來都相當的風行，而且特別是當國家代表隊於國際賽事上有重大表現時，就會成為全民熱烈討論之話題，也往往會帶起一陣運動消費風氣；由此可見運動實為一個國家展現其國力的重要指標之一，但我國運動產業之發展卻不如歐美興盛。 本論文研究將專注在團體球類運動的服務設計，透過解決「如何讓團體球類運動者與其利害關係人，能夠更有效且便利的保存屬於他們的回憶。」這樣的設計問題，以達成顧客價值共創的系統與服務設計思維，分析其利害關係人、探索利害關係人可能之洞見、辨識系統中之可操作性資源、觀察其互動模式，藉此得出利害關係人之深入觀點，並進行解決方案之設計。 最終得到一個可營運的商業模式，並且可以在未來發展成為一個完整的運動產業生態系統，促進全民健康、提升運動技能、掀起全民運動之風潮；並且讓我國運動產業之發展，能夠追上世界各個已開發國家之運動產業水準。 / In Taiwan, although government defines “what is leisure sports service industry”, but these companies are all with traditional goods-dominate logic business models, not value-exchange service busiess models. These years, personal sport like Jogging, Marathon, Cycling, and Triathlon become very popular in Taiwan because of some modern wearable technology, also improving sports industry development. Team ballgame sports are always a hot topic and bring a shopping rise when our national teams play at international games. This implies that sport can be regarded as a key performance indicator for a country, but our sports industry development is not good as that of United States and Europe. This thesis focuses on team ballgame sports service design, trying to resolve the design challenge of “how to retain the memories of team ballgame players and their stakeholder’s with a more efficient and more convenient way”, in order to achieve customer value co-creative goal through system and service design thinking. Analyze stakeholders, explore stakeholders’ possible insights, identify system operant resources, and oberserve interactions to find out stakeholders’ Point-of-View, and then create the design solution. Throuth these processes, we will build up a feasible business model, and create a sports industry ecosystem in the future. This will improve people’s health, sport skills, and raise sport excerise trend to improve Taiwan’s sports industry development catching up world’s developed country.

本研究依據實際的經驗，與學術研究的探討分析整理，建構出一個符合實際 B2C 電子商務企業經營的「反饋循環電子商務模型」。此模型用以提供給電子商 務企業進行策略規劃，計劃執行時的決策依據，由於透過了整合企業核心競爭力 與成功的電子商務企業的關鍵成功因素，因此具備有良好的實際可行性。 模型的關鍵成功因素，係以整理學術界，業界實際經驗所得到的「完整版電 子商務成功因素表」做為基礎。「反饋循環電子商務模型」提供兩種提案評估方 式，第一種是透過「完整版電子商務成功因素表」的權重與分數協助企業進行提 案的評比選擇，第二種則是從核心競爭力與「完整版電子商務成功因素表」關鍵 成功因素契合度而得到的評比選擇。企業選擇的提案，如果能同時符合此兩種選 擇，則可以產生較強的正面績效。 第一種方式的權重配比，則可以透過對企業高層以德菲法方式獲得。最高分 數的提案被執行之後，也可以透過企業本身對於執行結果的檢討，調整權重配 比，進而反饋修正決策與計劃。因此本模型的另外一個特點是具有反饋循環的特 性，因應企業本身的狀況而調整，如此可以讓模型具有更大的彈性以因應經營環 境的快速變化。 然而，B2C 電子商務企業的成長是必須要在不同時間點投入不同的決策才能 獲得突破性的發展，第二種方式使用德菲法將企業核心競爭力與本表的關鍵成功 因素進行契合度的分配之後，也可以獲得單純從企業核心競爭力出發的決策結 果。此決策結果可以與透過權重評分的方式相印證，以確認透過模型所選擇的提案，與企業競爭力是契合的。 本研究透過實際的案例，將 Amazon 與PChome online 分別以歷史轉折點與 專案決策兩個角度來分析，透過大量的實際狀況來證明利用模型也可以得到與這 兩個成功企業的決策者的決策相同或接近的結果。同時在Amazon 分析中，也可 以看出決策者過度違反模型所羅列的電子商務關鍵成功因素時，企業將會暴露於 重大的經營風險之中。 / The goal of this research is to build a practically useful B2C e-commerce business model for decision making and project evaluation. The business model we proposed is “Cyclic B2C business model with feedback”, this new business model comes with lots of empirical and practical advantages to firms running B2C e-commerce. In this paper, the researcher integrates core competence and key success factors into decision making loop, and use a simple weighting method to calculate each proposal’s score for decision making. The author use Delphi method to enumerate B2C firm’s core competence as one input of the model. The other input of the model is a complete KSF (Key Success Factors) table which is sifted from previous researches and empirical KSF from success B2C firms. In the model, two simple methods are introduced to evaluate proposals developed by firm’s decision makers. After the evaluation process, we get score of each proposal, then we can choose the proposal with highest score as our final decision. Those two methods which are used to evaluate proposals are “sum of weighting” and “core competence & KSF matching”. Decision makers can examine top score proposals come from different evaluation methods and find out which can meet the criteria: “getting high scores in both method”, that is the answer. For KSF matching, a “Complete Success Factors Table” was developed by way of integrating research survey and empirical KSF from success e-commerce business. Combining this table with the proposed model, two cases, Amazon and PChome online are chosen to prove the accuracy of “Cyclic B2C business model with feedback”. After examined historical events and key strategy developed, we claim that the business model we developed in this paper is a practical and useful model for B2C firms.

以往，插畫家很難有機會得以嶄露頭角，然而近年，不少素人插畫家成立了 臉書粉絲團，並透過Line Creators Market等平台逐漸打開知名度，一個原本默默無聞的原創角色可能突然在幾個月間迅速竄紅。社群媒體給了插畫家一個新的舞台，而這些從網路發跡的插畫家藉由角色創作，不僅創造了粉絲、累積了知名度，並逐步開創周邊經濟效益，將台灣角色經濟帶入新的世代。 自媒體的出現，改變了圖文創作者既有商業模式的發展樣貌，當我們回頭 審視，會不由自主地想問：這一切究竟是如何發生的？社群媒體管道對這些內容創作者產生了什麼影響及變化？其變現方式為何？現在的盈利模式能否持續？有鑑於此，本研究試圖從「商業模式」的觀點，藉由Osterwalder&Pigneur提出之商業模式圖（Business Model Canvas）架構，將研究對象設定為「經營自媒體擁有粉絲資產，藉由圖像內容創作朝向IP化（Intellectual Property）發展並具備變現能力之『FB世代』網路插畫家。」並從以下三大方向進行探問：（1）網路插畫家如何選擇社群媒體平台？其在社群平台的經營策略為何？對於收益流又會產生甚麼樣的影響？如何串聯線上及線下通路整合操作？（2）網路插畫家主要之商業模式為何？通路管道與其他商業模式九宮格元素如何互相配套？（3）網路插畫家有哪些未來發展計畫？又有哪些發展契機與挑戰？ 本研究透過多個案研究法，綜合深度訪談法和參與觀察法進行資料蒐集和分析，以探討 FB 世代網路插畫家之通路管道經營變現策略及商業模式架構。研究 結果發現：（1）網路插畫家依據經營型態比重，可歸納為「FB內容創作型網路插畫家」、「Line貼圖創作型網路插畫家」及「品牌授權化網路插畫家」等三種經營型態；（2）網路插畫家崛起於Facebook或Line 貼圖之線上單一通路平台，以粉絲為經營核心，形塑著從線上到線下、B2C到B2B的變現收益管道；（3）其價值主張為能引起粉絲共鳴的梗，並在大數據時代藉由分眾化行銷經營著顧客關係；（4）自媒體時代實現接近零成本的網路創業夢想，當進入商業化發展階段需進行最適化關鍵資源與關鍵合作夥伴合作評估。 / In the past years, illustrators had little opportunity to be seen. But in recent years, more and more illustrators joined the competition and posted their artworks on Facebook Fan Pages, or became well known through the Line Creators Market, an original character may suddenly turn famous in just a few months. Social media provides a new stage to the illustrators. With the creation of new characters, they gain more fans, build up their fame, gradually bring up the sales for the related products, and bring the Taiwan character merchandising into the new generation. The emergence of we media changed the development of business model for graphic creators. When we look back, we cannot help but ask "How did all these happen? What impact and change do social media channels have on these graphic creators? How did they liquidize it? Will the current profit model continue?" In view of this, this study attempts to research from the view of "business model", along with Osterwalder&Pigneur's Business Model Canvas structure, and sets the research object as the illustrators of "FB generation" who operate we media with the asset of fans, make graphic designs that turn into IP (Intellectual Property) and have cashability". The following three main questions will be brought up: (1) How do illustrators choose their social media platform? What is the business strategy for their social media platform? What is the impact on the revenue stream? How do illustrators integrate online and offline channel operations? (2) What is the main business model for internet illustrators? How do the Business Model Canvas elements of the channel pipelines and other business models match each other? (3) What are the future development plans for internet illustrators? What are the development opportunities and challenges? In this study, the data collection and analysis are carried out by means of multiple case studies, comprehensive and deep interviews, and participant observation to explore the channel management strategy and business model structure of FB generation illustrators. The results show that: (1) The internet illustrators can be grouped as "FB content creation illustrators", "Line sticker creation illustrators" and "brand authorized illustrators" according to the proportion of business type; (2) Internet illustrators emerge from a single online platform, such as Facebook or Line, and use the fans as the business core to shape the liquidizing channels from online to offline and B2C to B2B;(3) The value of the idea is the punchline that resonates with the fans and to operate customer relationship by segment marketing in this big data era;(4) We media makes the dream of starting a business at almost zero cost come true. But when it enters the commercializing development stage, it needs to evaluate the optimization of the key resources and the key partners.

在數位出版產業中，台灣出版業者面對網路改革的壓力，積極尋找網路數位出版發展趨勢與商業模式，並且華文網路市場機會的興起以及網路社會上智慧財產權的日益重要，本研究將以智慧財產權管理的角度探討在網路中，臺灣出版業者如何尋找新的商業模式掌握此次出版業的革命商機，為廠商提出發展建議。 網路數位出版，意指在內容出版的過程，從內容創造、流通到利用都是以數位化的技術進行，並且在網路的環境中完成這些過程。網路數位出版平台，指的是溝通內容創造與內容利用兩端的中間者。負責聯絡兩方平台業者所面對的智財權議題以著作權最為重要，因為數位出版產業立基於內容發展，而著作權主要說明內容的管理。 本研究從網路長尾理論出發，以該現象形成的原因作為分析廠商的智財權管理的面向，分析專業數位出版平台—商業周刊網站，以及業餘數位出版平台—PIXNET，尋找商業模式與智財權管理的關連性。 根據個案訪談的結果分析，專業數位出版平台內容發行與智財權管理皆為以業者角度為主的單向，然而業餘數位出版平台的內容發行與智財權管理都是以互動的方式完成，平台之商業模式確實影響智財權的管理。除此之外，對於未來數位出版平台的發展，專業與業餘之間的藩籬逐漸消弭，成為兩者的綜合，本研究亦建議業者朝向專業與業餘並行的發展方向前進。 / The importance of intellectual property increases with the growth of Chinese internet market. Taiwan publishers are now confronted with the pressure from internet innovation and thus are forced to find out a new business model and more opportunity. This study will focus on the possible business model of digital publishing and the strategy of IP management which Taiwan publishers should adopt. Digital publishing suggests an all-digitalized publication process. Every step of publication, from content creation, editing, publishing, selling to application, can be completed all through the internet. The platform of digital publishing serves to communicate both side of content providers and users. Hence, copyright of the digital content and the management of copyright becomes one of the most important intellectual property issues. The thesis will begin with Chris Anderson’s Long Tail theory. Two websites of digital publishing in Taiwan will be chosen for analysis: the Business Weekly as the commercial plaform and PIXNET Blog as the avocational one. Through the comparison, the study aims to find out the connections between the business model and the intellectual property management. According to the case studies, the content and the intellectual property management of commercial platform are unidirectional, decided by managers. On the other hand, tthese of avocational one are bidirectional, influenced by website managers and users. Intellectual property managements are influenced by different business model. However, it would be the trend that the barrier between commercial platform and the avocational one will melt away and the business model of website in the future will change. The business model and intellectual property management of digital publishing platform should combine characteristics of both commercial and avocational one.