面對日益競爭的產業環境，企業一般容易落入提供自身認為最佳商品的思考窠臼中，事實上面對市場的檢驗除了須對於自身能力及優勢有一定的掌握外，所提供的服務及商品是否真能協助顧客解決問題、提升獲益將是關鍵，而價值主張便是企業確認與顧客需求一致的核心要素。 另外，隨著科技汰換演化，經營模式也隨之持續推陳出新，而若論二十世紀以來最為企業所熟知並採用者非平台模式莫屬。透過不同的使用者於平台上活動，以迅速、廣泛地資訊交換傳遞為特色，並媒介各方使用者所擁有的資源，企業除了免除負擔提供商品服務的任務，更能藉由網路病毒式的傳播短期內快速吸引顧客加入，故成為許多企業思考轉型時使用的經營模式。 綜上，平台策略並非保證成功的萬靈丹，當企業紛紛轉為平台經營的同時對自身核心的價值主張，即其對顧客的承諾事項、所凸顯企業與眾不同之處的掌握度如何？便是本文的研究重點。本文將以來自不同產業別的平台企業為研究對象，進行經營模式及價值主張內涵等兩部分的檢視，並將分析的結果與該個案後續經營的階段性成果進行對比。

台灣近幾年吹起一股 O2O（Online to Offline）創業的風潮，O2O 為聯結「線上顧客」及「線下商店」的商務模式，本質上為一平台商業模式，但目前學界仍缺乏由平台角度來探討 O2O 新創公司的研究。本文採個案研究法，以「EZTABLE」作為研究個案，探討台灣 O2O 新創公司於發展歷程的平台策略，以及如何透過平台模式創造價值。經研究發現O2O新創公司之平台策略隨發展階段動態調整，透過線上支付促使金流內化以獲利，並會尋求外部夥伴合作以完善功能或拓展市場；O2O 新創公司主要透過降低搜尋成本、消彌資訊不對稱和提升服務交換效率與品質創造價值，且價值創造仰賴完整 O2O 循環。最後根據研究結果提出理論與實務上的意涵及建議。

創意無所不在，而從創意的發想，透過怎麼樣的一種有效率的過程，成為有具體的結果，從成功的企業創新活動的過程裡，能夠找出一些關鍵的成功因素。而為求創新之企業，常以創造企業內組織之創新文化為目的，舉辦許多創新的活動，影響員工養成創新行為。本研究以IBM公司所舉辦的Innovation Jam創意活動為例，以個案研究的方式，針對創新流程、組織活動、知識管理三大方面，進行關鍵活動的討論。此外，依不同型態的創意活動，以三個企業/組織舉辦的創意平台活動—工研院資通所的創意競賽、Google 10100計畫、以及台灣愛普生的開放式創意市場作為比較，進一步找出以創意平台作為創意活動的成功關鍵因素，以提供未來企業要舉辦類似活動的依據。企業中推動創意活動，從討論的個案來看，以下幾個關鍵的活動是整體創意活動不可或缺的元素。 1. 清楚的目的與主題 2. 合適的參與對象 3. 主辦單位的參與 4. 交換創意的平台 5. 預計達到的成果與執行計畫 而在這些關鍵的活動中，IBM Innovation Jam比起其它的創意活動擁有的特點。而這些特點也就是在一般以企業推動創意平台時，所應該加強之處。 1. 具有資料分析的能力 2. 外部成員的邀請，擴大參與的層面 3. 活動與商業策略連結 / Finding an effective process to create ideas is a subject with highly concerned and receives more attention recently. An innovated enterprise hosts innovation events to create the culture around the organization. It affects all employees to be their behavior in the organization. The research is finding the key processes of IBM Innovation Jam by the flows of innvation, the events in the organization, and the knowledge and ideas management. In addition, other three events, ideas contest programs of Information & Communications Reserch Labortories in ITRI, Google Project 10100 , and Public Innovation Market (PIM) in Epson Taiwan, are compared to Innovation Jam, and finding the key successful factors of the events. The factors can be referred to the enterprises which host the platform of ideas creation. The following conclustions from the four case studies are the key successful factors. 1. A clear objective and subject 2. Appropriate participantors 3. Sponcors’participation 4. A platform for idea exchange 5. An expected result with the excecutive plan The strength of IBM Innovation Jam as below can be applied to other innovation events. 1. Data mining and analysis 2. External invitees to enlarge participation 3. Link with business strategy

2015年開始，台灣網路購物市場規模正式成為新的「兆元產業」，網路購物的蓬勃發展促使網路購物平台的競爭，隨著網際網路的興起及普及化，越來越多消費者也開始使用網路購物平台，但其中也有很多關鍵因素是網路購物消費者在網路平台購物付費的重要考量。 本研究發現，消費者在使用網路購物平台主要是為了尋求便利性，但也對於網路購物的付費方式的安全性有所擔憂，因此在短期內若台灣業者能夠解除消費者所擔憂之因素，提供更等多元以及符合需求之付費方式，可以提高消費者購買意願、縮短與國內外競爭對手的差距，而在長期，可超越其他對手，與其他海外市場銜接，擴大業務規模。

數位看板硬體業者跨足「計程車內數位看板廣告通路平台營運」之聯盟模式研究 / The issues of unfamiliar business, market potential and high investment cost reduce the willingness of a Digital Signage Hardware Provider, Advantech to cross over a new business boundary of Ad-Based In-Taxi Digital Signage Network Operator. Thus, the aim of this thesis is intends to analyze few possible alliances options and profit-sharing model for Advantech (Digital Signage Hardware Provider), RISTC (System Integrator), and Taiwan Taxi Company (Channel Venue Host) in terms of Cost-Benefit Analysis and Value Creation. The results of analysis indicate that the value proposition of in-Taxi Digital Signage Network to advertiser is providing new niche taxi passenger market for their right advertisement exposures in anytime’s block at anywhere with dynamic content and interactive infotainment interface. Business value can be delivered to the network operator when it has at least 1000 cabs network and the benchmark price proposed in this research which is lower than respondents’ acceptable price. Rather than in “AD and H/W Based Business Model”, alliance option C in “AD-Based Business Model” is the most appropriate cost-profit sharing model for Advantech to capture value, in which Advantech and system integrator run the business together and share the cost of business operation, each contribute their core product and share ad profit at certain percentage, at the same time, obtaining complementary know-how and building new competency through co-specialized resources and internalized learning.

在現在的社會裡，「旅遊」已經是人們不可或缺的一部份，若到外國旅遊，我們會先購買旅遊目的地的貨幣，當一趟旅遊結束時，會再將剩餘的貨幣賣掉，買賣的對象皆為銀行。也就是說銀行扮演一個中介的角色，能夠從中賺取匯差。但假設有一個平台，能夠直接在上面找到一位需要該貨幣的人，買賣雙方能根據某種機制得到合適的匯率，並依該匯率直接進行交換，這樣不但能以更好的匯率買到貨幣，也能省下原本應該付給銀行的手續費。然而，當去中介化後，該怎麼建立交易雙方之間的「信任」，就變成了一個很重要的問題。 而區塊鏈是一種不依賴第三方、通過自身分散式節點進行網路數據的存儲、驗證、傳遞和交流的一種技術。其具有去中心化、透明性、開放性、獨立性、安全性及匿名性…等性質。 / In current society, "travelling" is already an integral part of their life. For travelling abroad, we will purchase the currency of the tourist destination first and then sell the remaining currency after the tour: The objects of trading are all banks. That means the bank plays an intermediary role and can earn the exchange difference from this trading. However, if it is supposed that there is a platform which people could directly find a person who needs the currency, both of the buyer and seller can get an applicable exchange rate according to some reasonable mechanism, and then they can directly exchange at that exchange rate. In this case, not only the currency can be bought at a better exchange rate, but also they could save the original fee which they pay to the bank. However, it becomes a very important issue to establish the "trust" relationship during the trade. The blockchain is a kind of technologies that relies on independent nodes to store, verify, delivery and exchange network data without relying on a third party. There are the properties of decentralization, transparency, openness, independence, security, anonymity….and so on. We can use the nature of the blockchain to strengthen the trust between buyers and sellers, in order to increase the security of this platform. This study will explore the feasibility of this platform.

數字化浪潮的驅動，日益成熟的社交媒體革命，使消費者行為發生翻天覆地的變化，導致企業從行銷方式、人力資源、客戶服務等方方面面都需要變革。對於保險公司而言，在提升企業品牌、降低公司成本、提升客戶滿意度、增加銷售業績、促進新產品的提升這些方面大有益處，但帶來機遇的同時也面臨風險。因此，保險公司運用社交媒體提供的平臺和大數據分析，开启了一種新型的保險模式。很多保險公司由於其大膽創新和善用社群網絡，在此領域很快成為了佼佼者。 本文通過對 5 家在社交媒體積極拓展的保險公司進行分析（美國前進保險公司、 美國USAA保險公司、美國安泰保險公司、中國平安保險股份有限公司、藍桔子保險公司）進行研究，研究各保險公司在社交媒體運用方面的優勢和問題，試圖在大數據廣泛應用、科技金融不斷創新的互聯網時代，對保險公司在以社交媒體為媒介的經營模式進行梳理和歸納，并根據總結之要素，尋求其在台灣和中國大陸市場的應用模式，給出合理建議。

經營模式是企業為實現其價值定位，以實現企業價值的方式與方法，也是企業獲利的根本所在。過去在成熟市場的企業，其經營模式多以企業的核心價值為主，致力於產品的研發，希望以先進的產品及完善的服務，以獲取消費者的信賴與青睞。然而，隨著科技的進步，資訊的取得越來越快速方便，消費者的購買型態與需求相較於以往已有改變，傳統的經營模式漸漸為新型態的經營模式超越，成熟市場的產業如不思考轉變，將為時代潮流所淘汰。 新型態的經營模式大略上有幾個特點：因為網路的活絡，人與人之間的距離已是零距離，實體店面也不再是商業活動必要的平台，取而代之的是網路平台經營模式，其網路即時資訊提供、與消費者零距離的互動、店面成本的零負擔等特性，已使平台經營模式成為新型態經營模式的特點。以往經營模式的核心價值均以企業觀點為主軸，而新型態經營模式的核心價值，則以顧客觀點為主軸，以解決顧客問題為目標，這是新型態經營模式的另一個特點。 國內的中小企業多處在傳統成熟市場，且多為零售產業，經營型態也以服務性質型態為主。中小企業在經營上極具彈性，產品服務隨市場變化調整應變能力強，但是中小企業的資金不夠充裕，財務管理不夠健全，導致在研發的投資受限，在面對挑戰與競爭，產品無法創造新的契機，經營模式需要轉型改變時，中小企業轉型為平台經營模式會是較為有利的選擇。 本研究透過藍海策略、平台革命、平台經濟模式、價值主張的年代及獲利世代等書的理論，以及相關文獻研究，藉以探討創新應從何處著手，如何發掘紅海市場中的藍海，如何設計運用平台經營模式，結合平台用戶共創商機，帶給顧客全新且符合顧客價值主張的產品及服務。 室內設計裝修業是經營模式和型態比較不一樣的產業，在經營模式上，它包含了傳統店面及平台經營的經營模式，在技術層面上，室內設計裝修業設計及施工同為相同的公司負責，涉及的專業層面囊括建築、結構、機電、木作等專業技術，產業的核心技術能力有如小型營造業。室內設計裝修業所面對的客戶包含了B2B及B2C，的經營模式，且業者與客戶之間的資訊是相當不對稱的。本研究將以解決客戶的問題，為商業模式的核心價值主張，以客戶價值主張為核心設計新型態的商業模式，以有別於現有商業模式的型態，達到價格透明、資訊對稱、強化管理、降低成本的目標。

隨著資通訊的快速發展，使得我們進入一個雲端、社群以及行動的時代，人們利用網際網路便捷的特性，創建各式平台，有效地把大家串聯在一起，從個人、企業、社區、政府到國家。近年來，不論學界或業界人們大量運用群眾外包這個概念，在網路上展開平台革命，用更有彈性的方式來解決各種問題和完成任何事情。然而這種靠著群眾力量而運作的平台，除了現有的外在技術環境（科技）以及引人入勝的產品服務（核心價值），更重要的是有快速應變的配套措施（策略佈局與操作機制），才能夠促使群眾外包平台不斷地隨著人流的成長，產生豐富的資訊流，進而帶動金流，讓平台得以持續壯大。 本研究的主要目的是探索與了解成功的群眾外包平台的經營，如何誘發和刺激群眾外包平台上產品服務提供者（供給方）以及產品服務要求者（需求方）的使用動機，使得該平台能夠維持有一個良好的運作循環、持續成長茁壯。本研究採用質性個案研究，透過少數的文獻和大量的網路、報章、媒體等個案資料，分為兩個階段進行研究。第一階段，根據蒐集的資料，（一）我們建立四種類型的群眾外包平台：資訊型、勞務型、線上和線下型、創造型；（二）找出使用者的平台服務參與之動機與平台供需平衡的經營管理之關鍵因素和概念架構圖。第二階段，我們鎖定四家在台灣的勞務型群眾外包平台，進行專家訪談，透過訪談來驗證並修改使用者平台服務參與之動機和平台良性循環之關鍵因素，更深入地了解（一）群眾外包平台上的供給者多受到內在動機的刺激，而要求者則多受到外在動機的刺激在平台上有服務參與的行為；（二）確認在經營群眾外包平台事，平台受到技術環境、策略佈局和操作機制等三個層面的多個關鍵因素影響，要讓平台朝向良好的正向運作循環經營下去，這三個重要層面的相關的關鍵因素是值得去注意和加強的。簡而言之，透過本研究，能夠幫助學界和業界的群眾外包平台的經營者都更進一步了解群眾外包平台及其成功經營的做法。 / Crowdsourcing is a phenomenon that is receiving attention both inside and outside of academia. With the rapid development of ICT and the prevalence of the Internet, the crowdsourcing platform business model has had a dynamic impact on the market. Crowdsourcing offers a good transactional environment in which to fulfill people’s needs and wants, seizing values from products and/or services that are provided and/or requested in more flexible ways to solve problems and accomplish virtually anything in recent years. However, it is important to understand why participants (on both the supply and demand sides) join platforms to provide and request products and/or services. In addition, the operation of such platforms using the power of crowds includes three dimensions – technology assistance, strategy deployment, and operational mechanisms – to constantly attract and balance the flow of crowds, to generate information flows, and to stimulate the cash flows that allow the platform to continue to grow. The objectives of this research are as follows: (1) to explore what drives people to deliver and capture values by providing and requesting products or services on crowdsourcing platforms and (2) to investigate how to manage a successful crowdsourcing platform by motivating their virtuous cycles. This is a qualitative multiple case study. There are two phases to this research. First, based on information gathered across industries and academia, we categorized crowdsourcing platforms into four major types: Information, Labor, Online plus Offline (OplusO), and Creation. We then revealed platform participants’ motivations for service participation and developed a conceptual framework to manage a virtuous cycle of service participation on crowdsourcing platforms. Second, we focused on Labor crowdsourcing platforms in Taiwan by conducting expert interviews to verify and revise our results from the first phase. This research provides a broader view of crowdsourcing platforms and their types in academia. Providers are typically motivated more by intrinsic motivations (autonomy, safety, and trust), whereas requestors are motivated by extrinsic motivations (such as finding practical (alternative) solutions, building reputation, and creating monetary wealth) in the crowdsourcing platform context. Moreover, this research provides practitioners with realistic management references in the technology, strategy, and operational dimensions to ready the platform and to meet the demand in the market. Technology is at the beginning of adopting crowdsourcing platforms and should be scalable. Scalability of the crowdsourcing platform involves constructing an ecosystem for a good transactional environment that facilitates growth, such that strategy deployment and operational mechanisms play important roles to support.

自從二十世紀末以來，管理學者就開始高倡環境不再穩定，企業必須做出相應的改變，才能維持競爭優勢，持續生存下去。為了適應當今的動盪環境，企業發展出網絡式組織的型態，甚至形成跨越組織、互補共存的「平台」與「社群」。同時，企業也發覺自己無法掌握所有的創新靈感、人才、資源，必須跨越組織的疆界，向外尋求協助，進行「開放式創新」。新型態的組織正在成形，尤其發生在高知識密集或者高科技產業中。台灣以高科技產業聞名事業，供應鏈佈局全球，不久的未來(甚至是現在)極有可能產生諸多新型態的組織，因此我們不得不重視這樣的趨勢。 本論文在文獻探討的部分，把焦點放在三大議題上：開放式創新、平台企業、協作社群。吾人試圖尋找這些互異現象的整合架構，從學者的文獻中規納理論架構，找出形塑「開放平台」的重要面向，分別是「核化」與「拔尖」。接著以NTT DoCoMo從1990年代開始發展的i-mode平台，以及IBM在2005年成立的Blade.org社群作為分析個案，用以證實該理論架構的可行性。 最後，本論文歸納出以下結論：首先，企業建構平台時，須運用組織內部資源，但擺脫組織惰性；其次，當企業本身對平台控制程度高時，由企業來形塑平台的使命陳述。企業本身對平台的控制程度低時，平台需要有替代機制，為平台擬定發展方向；第三，發展平台須掌握最小限度的控制，最大程度的發揮；第四，尋求外部連結必須儘量跨越產業，讓平台有更多不同的應用，使平台擴大；第五，平台的形塑過程是個動態過程。 / Management scholars claim the business environment has been dramatically change since the end of 20th century. Enterprises have to respond the transformation of such environment in order to pursue the sustainable advantage and constant deveplopment. To adapt to the dynamic and using knowledge efficiently and effective, enterprise has changed from bureaucracy to networking and cross-boundary organization, which are the so-call platform or community type organization. In the meantime, enterprises gradually find out that they are unable to deal with all the ideas, human resources and corporate assets. Instead, they have to cross the boundary, seek assistance from outside innovators. New type of organization is going to emerge, especially in the knowledge-intensive or high technology industries. Taiwan is world-famous for its development of high technology industry. Also, networking connections among the high-tech companies are widely expanding all over the world. Therefore, it is expectable that the new type of organization will be formed in Taiwan in the near future, and it worthwhile for us to pay attention to the trend. In the content of this paper, the literature review is primarily focused three major issues: open innovation, platform enterprises and collaborative communities. This paper has tried to put the three different kinds of system into an integrated framework, together with inclusion from the scholars' theories, to conclude that an open platform can be formed in two dimensions. These two dimensions are called "coring" and "tipping". To conduct a case study, the research also chose for purpose of analysis and attempted to prove the feasibility of the integrated framework. The cases were obtained from business operational phenomena of companies respectively: i-mode which is owned by NTT DoCoMo, and Blade.org, which is owned by IBM. The research came to the conclusions in five aspects. First, while building the open platform, enterprise should manipulate the resource of the existing business and try to shed the inertia as well as the bureaucracy. Second, a platform leader has to mould the mission statement for the platform controlled by the leader in a great degree. If the platform is not close to the leader, the leader has to create a substitute institution to replace the function of the leader. Third, a manager has to maintain minimum control to facilitate the members of the platform to develop the function and performance heartily by their own. Fourth, a platform leader should try its best to connect with the outside innovation across the industries and develop various applications for easy access. Fifth, formation of the open platform is always a dynamic process.