網際網路的興起，使得現在的消費市場產生許多激烈變革，最主要的是現在市場上虛擬通路的形成，使得消費者多了其他不同於以往的消費選擇以及資訊蒐集的便利性。因此，實體通路在這個快速變革的消費環境中，除了要面對實體的競爭者外，還要注意這個從虛擬世界來的競爭者。 企業要生存且獲利的關鍵是產品行銷，在實體與虛擬皆然，而行銷中唯一能夠創造收益的要素則是價格，價格是行銷中最具有彈性的要素，它可以快速變動。 本研究針對目前實體與虛擬通路定價的現況，經由深度訪談，分析出雙方的利益及相關議題，並且運用個案分析，對於相關資訊彙整，總計發展出五項推論，依序為： □ 研究推論一：定價考量因素上，通路之間差異不大，產業別影響比較大，實體與虛擬主要的差異是行銷組合的策略，虛擬比實體更加強調便利性及產品的多樣性 □ 研究推論二：定價方法的選擇上，實體通路偏向成本導向，虛擬通路則偏向價值導向。 □ 研究推論三：實體與虛擬通路之間會互相影響其定價的策略。 □ 研究推論四：虛擬通路價格的調整決策上較實體通路迅速，但調整策略的方式上，虛擬通路較實體為少。 □ 研究推論五：實虛通路整合及策略聯盟成趨勢，不但延伸賣場空間，甚至可成為一供應鍊體系。

過去認為賣家評價對於價格是正、統計上顯著地影響價格，但是這影響卻不大，我們建立一個模型去解釋是兩種正負關係互相抵消，造成觀察到的結果是很小的情況。具體的說，賣家需要高評價分數去銷售高單價商品，而累積評價分數快速又低成本的方法就是利用低單價商品，利用降低低單價商品價格，讓銷售量增加的更快，銷售量增加快，評價就會增加快速。所以評價對於低價商品是一種負的關係，對於高單價商品才是正的關係。 / It has been recognized empirically that in internet auctions, seller's reputation has a positive, statistically significant, but small impact on the price. We construct a model on internet auctions and delineate this small impact with two opposite forces. To be specific, it needs higher reputation for sellers to sell high-price goods and a cheap way to achieve this objective is to lower the price of low-price goods. By this way one can raise the sale volume of low-price commodities to increase reputation score quickly, which benefits the sale of high-price goods. Therefore, reputation imposes positive impact on prices of "expensive" goods and negative impact on prices of "cheap" ones.

民以食為天，國內餐飲業近年來蓬勃發展，各餐廳無不摩拳擦掌，為了爭奪這塊大餅，鞏固原有消費者並拓展新的客源，進而增加銷售量，提出各式各樣的行銷策略。而組合產品(Bundle)為市場上常見的銷售方式，此行銷策略應用在日常生活各產業，例如：電影套票、化妝品保養組、速食店套餐、高鐵假期套裝行程、手機搭配門號…等。設計出一個組合產品，並且搭配適當的定價策略，有助於吸引消費者購買、提升整體業績。 本研究主要欲藉由國內某火鍋店的銷售及成本資料，透過敘述性統計了解營業額趨勢、熱銷商品及各品項利潤，進而設計套餐組合及探討定價策略，研究結果如下： 一、火鍋店之業績有淡旺季之分 二、火鍋店之假日業績明顯高於平日業績 三、在相同營業時間長度下，火鍋店之晚餐時段業績明顯高於午餐業績 四、根據消費者分群結果，可將其點餐習慣區分為五種不同的特色 五、不論用餐人數多與否，對於消費者之點餐習慣的差異並不大 六、最終菜單組合中，分別設計四種四人套餐及三種八人套餐

保全業近年來在消費者認同度上升以及政府輔導下，以快速的成長達到目前的成熟市場，進入了完全競爭的市場結構。但保全業的種類繁多，各類經營模式與獲利方式皆不同，可惜多數的業者多以削價競爭為期主要競爭策略。 目前保全業者以系統保全與駐警保全為主要兩大服務項目，因其經營特性與方向大不相同，故業者多單獨經營單項業務。而系統保全業者具有資本集中、技術密集及市場應用領域廣泛的特性；其經營特殊性在於初期必須投入龐大的資金，待達到經濟規模後，獲利的成長比率將遠高於營業額的成長比率，其潛在價值在於所擁有的客戶數。所以系統保全業者在經營上所需考量的角度與變化更多，頗值得討論；又系統保全另一特色為區域精耕，大台北地區又為各家保全業者必爭之地，故本研究就鎖定大台北地區的系統保全業者為研究範疇。 目前市場現況因陷入降價促銷的競爭策略，導致公司獲利大幅下降，只能變相降低人力成本，致使服務品質不佳，人員流動過大的惡性循環中。所以本研究將利用在財務會計領域中最常見的損益兩平計算概念，以政府法規規定的最低資本額設算，輔以實務上的經營現況假設，加以分析、整理後，尋找出在競爭市場中的合理價格區間。 本研究在找出結論後，希望能提供以下建議供業者與相關政府單位參考： 1.定價策略不宜大幅偏離常軌。 2.應合理合法提供人員薪資與福利，壓低人力成本創造盈餘容易造成人員流動過大 與違法之嫌。 3.獲利若遠低於市場報酬率時，應考量資金妥善配置。 4.應提昇消費者對合理保全價格的認同。 5.法規應更詳細區分系統保全業者所必須擔負的責任義務。 / In recent years, the security services industry has been rapidly growing and become mature and keenly competitive through the consumers’ highly demand and supports from the government. Due to the huge variety of the of security services category, the model of business operations and strategy of margins are also different accordingly. In such circumstances, unfortunately, price reduction becomes one of the main strategies to win the competitiveness for most of the security services company in the market. In the current market, there are two major services category which are system security and on-site guardians. In terms of the nature of the services for these two categories are varied, the security services company basically operate only one single category. The system security requires huge capital investment in the initial stage to establish the application system and its growth ratio of profitability will become higher than the growth ratio of sales revenue after its client size reaches certain economic scale. The characteristics of system security are obviously based upon the intensiveness of capital, high density of technology and wide scale of application. The potential value of system security depends upon the number of clients which company possess. Therefore, the system security company has to consider more and put more efforts on the complexity of business operations, and which is one the key subject being studied. This research and study will be focused on the category of system security and Taipei district based upon two major reasons: one is the degree of the penetration of system security in the market and the other is Taipei is most competitive district in this industry. As mentioned, price reduction becomes the key strategy to gain the market share but this also results in the drastic dropping of profitability which forces the company to reduce the personnel cost. Such kind of cost reduction approaches also bring out the worse service quality and high personnel turnover. Thus the purpose of this study is to figure out the most feasible and applicable pricing strategy in such competitive market by using the general accounting concept of break-even methodology under the considerations of minimum regulatory capital requirement and the current operational practice. I hope that the findings of this study can provide the following suggestions to the industry and government: 1.The pricing strategy should not far deviate from the market norms。 2.The company should offer reasonable and legitimate compensation package to the employees. To make profits by lower down the personnel costs will cause the high turnover rate and bear the risks of violating the labor law. 3.The capital allocation must be carefully reviewed and allocated if the net profit is much lower than returns. 4.It is necessary to promote the concept of reasonable pricing to gain the acceptance of consumers. 5.There should be clear and crystal regulations to stipulate the liability and obligation of system security company.

隨著電信技術的展進，台灣行動通訊已邁入3G，新進入者如威寶及亞太電信陸續加入產業以及94年10月台灣正式啟動行動電話號碼可攜服務後，繼過去2G業者激烈之競爭併購後，電信市場已進入到完全競爭之階段。但先進入者會有進入之優勢，相較於其他產業新進入者，電信產業之新進入門檻難度則是再度加高，新進電信業者如何進入市場與其相抗衡 ?為何這些新進業者先後都採用「網內互打免費」之定價策略做為其滲透市場及排除進入障礙以達成擴展用戶數之目標? 而此策略是否是最有效的競爭策略?對於既有業者、消費者以及行動市場之版圖之影響為何? 本研究就個案公司推出此策略後財務、業務變動、對既有競爭業者之影響、通路商及消費者之問卷調查，研究發現如下: 不是每間電信業者都適用「網內互打免費」之定價，但對於未達經濟規模之新進業者而言，卻是最佳及快速進入門檻之策略，也是對抗已擁有龐大用戶之既有業競爭者之最佳武器。 就個案公司在財務的構面與對既有競爭業者之影響比較下，發現個案公司採用此定價策略後，用戶數及營運狀況確實獲得大幅成長，而更早採用此策略之新業者亞太電信則早已提前損益轉正。而三大既有業者，也因此發生用戶轉移之現象，為因應客戶之流失紛紛推出類似但有限制之定價策略，形成電信市場最激烈之價格戰。另外，對於消費者而言，本研究問卷發現網內互打免費之電信費率價格可吸引七成以上之受訪者申辦以及對於電信業者間之用戶流動可產生高移轉力，由此顯示此策略確實為一有效之競爭策略，並且打破了過去行動電信業者所設計複雜、不合宜之資費制度，也是消費者所期望之資費結構定價，對大眾社會是一項很好之福利。 / The advancement of the telecommunication technology has propelled the Taiwanese mobile telecommunication into the 3G era. With new entrants such as VIBO Telecom and Asia Pacific Telecom joining industry, the 2005 Oct. implementation of number portability service, and the intense merger and acquisition activities among 2G service providers, the telecommunication market has become highly competitive. The incumbents in the industry will have advantages over the new entrants, and the entry barrier has become higher. How can a new entrant compete with the incumbents? Why did the new entrants use “On-Net Free Call” service plan to penetrate the market, to off-set the entry barrier, and to increase the number of users? Is this an effective strategy? How will this strategy affect the current service providers, consumers and how will it affect the market share? This research has studied the financial and sales impact of the company which has implemented the “On-Net Free Call” strategy. The questionnaire survey conducted with existing competitors, sale channels and consumers, has found that even though not every telecommunication companies is suited to apply the “On-Net Free Call” pricing strategy, it is the best strategy that can give the new entrants quickest way in to this industry. And it is also the best weapon against competitors who already have a large subscriber base. We compare the financial structure of the company implementing such price strategy with other competitors. We found the company using such pricing strategy has seen its customer base and revenue grown tremendously. Asia Pacific Telecom, which uses this strategy early, has already turned loss into profit. This strategy has caused customers to switch their operators and pushed other competitors to implement such strategy with limitation. As the result the intensive price competition in the telecommunication market has begun.Moreover, this study finds that the pricing of “On-Net Free Call” can attract 70% of the survey participants to apply and therefore increase the rate of transferring customer among telecommunication companies. We conclude that this strategy is an effective one and it also breaks away from the complex and the incompatible pricing structure. And most importantly, it creates a pricing scheme that is closer to consumer’s expectation and it is also a good welfare for the mass population and society.

其目的為研究構成住宅價格之各種因素，并運用「非計量多元尺度法」去探討，住宅 供給者及購屋者雙方對「價格因素」評斷之差異性；從而溝通雙方的意見以供建築業 定價時之參考。 第一章導論－敘述研究動機、目的及方法，定義名詞并說明研究限制。 第二章文獻探討－研究房屋價格之特徵及構成因素，國內外學者的實證研究。 第三章理論定價與實務定價－討論理論定價之原則及方法，評論實務上業者之定價策 略。 第四章－敘述研究程序及結果。 第五章－結論及建議。

近年來世界各國的電視產業均開始從類比邁向數位時代，然而有線電視數位化亦已成為其未來的發展趨勢，對於有線電視業者目前除積極提供原有的影音視訊服務外，也開始紛紛推出互動電視等進階服務。因此有線電視在數位化之後首先面臨的問題就是頻道數大幅增加，而要如何經營、如何提供多樣化的服務、及如何定價這些都將會是急待解決的問題。故本研究希望從經濟學的角度、互動數位有線電視整體產業的影響並考量消費者的利益，採用一個創新的方法「創意問題解決理論」(Theoria Resheneyva Isobretatelskehuh Zadach，TRIZ)來討論互動數位有線電視的定價策略。本研究主要研究目的希望以TRIZ的創新方法求出理想解，並建議未來互動電視之定價策略，提供政府政策做為未來訂定數位電視價格之參考。 本研究建議有線電視在進行互動數位電視發展時應針對不同的頻道服務採取不同的差別定價：對於免費收看的頻道可依據廣告播出的形式分為基本免費頻道與選擇性免費頻道，而付費頻道則可分為單一計價方式、組合計價方式與差別計價。對於法規政策本研究則建議取消費率上限原則、重新訂定節目廣告化與廣告節目化的認定原則與開放有線電視跨區經營的限制。 / In recent years, global television industry is moving from analog to digital era, and digitalization becomes a trend. The cable operators start to offer advanced services such as interactive televisions in addition to their existing video and audio services. Major issues facing the cable operators include how to operate their businesses, how to provide a variety of services, and how to justify their prices with the substantially increasing channels after digitalization. This study is to discuss the pricing strategy of the digital cable TV using an innovative method of “creative problem-solving theory”(Theoria Resheneyva Isobretatelskehuh Zadach,TRIZ) from the perspectives of economic development, industry, and consumers. We also recommend the pricing strategies for the digital cable TV industry and the government’s price policy based on the TRIZ results. This study suggests that the pricing policy for the digital cable TV industry is to offer different services with reasonable price discrimination. For example, free channels can be categorized into basic cable channels and optional cable channels with cable TV advertising. The pricing strategies for the pay channels are the fixing pricing strategy, product bundle pricing strategy, and differential pricing strategy. This study also suggests the authorities to make rate cap expiration, to re-regulate the advertising nature of programs and program-like television advertisings, and to cancel the limitation of the service area of the cable system.