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。

近年來，電子商務產業蓬勃發展，隨著網路購物逐漸普及，購物網站變得更加多元。各家平台除了增加產品品類，也開始著重服務流程。PChome率先推出24H專區，主打下單後24H到貨，隨後，閃電購物ASAP主打台北市3小時到貨，使網路購物平台開啟「速度戰」。物流與金流的相互配合下，網路購物使實體零售業者面臨直接而強大的威脅，實體零售業者紛紛開始轉型，或是成立自家購物網站。本研究將著重在實體零售業者如何在電子商務爆炸的環境中另尋出路，以家電零售通路－燦坤作為研究對象，深入研究燦坤如何整合物流與服務打造「燦坤快3」，從實體零售通路跨入線上購物，並成為台灣最大家用電器零售通路。 燦坤實業以小家電代工起家，進入3C零售通路業一路快速成長，於2004年進入虛擬通路，燦坤實業以「實體通路為核心優勢」發展平台策略，將實體門市的資源運用在網路店，兩方互補以達集團綜效。燦坤網路店運用數位行銷吸引早期第一波平台用戶，持續累積用戶數量達到平台引爆點，網路店的成長動能為提供消費者具競爭力的價格與難以取代的服務，鼓勵消費者在線上直接下單，取得在實體門市購買商品一樣的服務。若以網路店為中心，實體門市所扮演的角色是提供線下服務；若以實體門市為中心，網路店所扮演的角色則是一條全年無休的通路。經過十年的經營，2014年營收為15億，占燦坤年營收的7%。燦坤實業為同業中第一個跟著大環境進行變革的企業，成功掌握「實體門市為核心優勢」的營運策略，把消費者由線下帶至線上，再由線上帶至線下，打造3C零售通路生態圈。 / In recent years, e-commerce industry is prospering. Online shopping stores became more diverse than before, not only product category increased but also began to focus on service. PChome pioneered 24H arrival shipping strategy, then the other competitor ASAP also provided 3hr arrival service, the online shopping market started “speed war”. The mutual cooperation of logistics and cash flow make entity retailers face immediate and powerful threat, retailers have to make the transition, or set up their own shopping website. In addition to the physical channels, virtual channels especially e-commerce are new and popular marketing channel in the recent years. Because there are different advantages and disadvantages of physical channels and virtual channels, clicks-and-mortar model which integrates physical and virtual channels, combined the different characteristics and advantages is advanced. This study will focus on how a appliances retailer - Tsannkuen to find a new way of e-commerce and do the click-and-mortar model which integrates physical and virtual channels. Especially how to integrate logistics and services between Tsannkuen and Tsannkuen kuai3 which became Taiwan's largest household appliances retail virtual channel.

【家】是我們從小到大感受最溫暖且舒心的港灣，而撐起這避風港灣就是【房子】！『有土斯有財』是國人根深蒂固的觀念，台灣人擁有房屋自有率高達85%以上，全國每年建案推案金額高達一兆新台幣以上。房屋市場交易的經濟規模是龐大的，也難怪建築業被稱為『火車頭』行業，所衍生出的商機更是不容小覷。 房地產廣告代銷業，主要是負責建商建案的房屋銷售，除了擬定廣告行銷策略、訂價策略、市場資訊、完工交屋，也漸漸扮演成建商和購屋民眾的一個橋樑。 本研究經由文獻回顧整理代銷業發展歷程並回顧房地產銷售之重點及現今面臨之挑戰，再利用「○○御花園」案例分析證明不二價銷售模式為現今代銷業之趨勢，最後經由波特五力分析發現，代銷業要解決之問題為房屋交易價格資訊不對等、客戶議價問題、建商興建工程中的銷售之空窗期…等等，也發現由於台灣整體代銷業也慢慢朝向集團化發展，有建商背景的漸漸成為市場主力，因此專業代銷公司應該要建立資訊化平台，才能接案規模更大的建案，去挑戰有建商背景的代銷公司。 本研究將探討建商推案及購屋客戶所面臨問題，代銷業在建案行銷中所扮演角色，現今網路平台興起年代，試圖去建構一個房地產代銷全新的銷售平台模式。尤其internet 的時代，世界正在用超乎我們的想像在進行資訊整合，智能手機也提升了人與人之間的溝通，社群平台縮短大家彼此的距離，拍一張美景、美食照，一秒鐘內，遠在千里外親朋好友也都立即看見。更如一些迎合資訊時代的新創公司「UBER」、「AIRBNB」、「MOBIKE」等…高便利性的使用平台為工具創造了「共享經濟」的誕生。因此，未來一些低創新的產業公司，在網路平台興起年代，勢必將漸漸被淘汰。本研究將更進一步分析研究且試圖建構一個創新的房地產代銷銷售平台雛形，以台灣當作一個支點，進而跳板到全世界，成為一個跨國交易的代銷銷售平台，乃本研究最終目的及目標。

P2P個人網路借貸(Peer-to-Peer Lending)平台，即為媒合個人對個人借貸的網路平台；有閒置資金者，可透過網路平台，挑選自己願意資助的對象，將資金借給資金需求者，以獲得報酬；資金需求者，則可利用此網路平台，尋找願意提供資金者，以滿足借款需求。其中，借款利率由P2P借貸平台業者依據其計算方式評估訂定；因此，對投資人來說，P2P借貸平台成為另類的理財管道；對借款者來說，則成為新興的融資方式。2016年可說是台灣P2P網路借貸元年，LnB信用市集、鄉民貸等P2P借貸平台相繼成立，設計差異化的營運模式，提供台灣大眾新型態的借貸與投資服務。 本研究以個案式的實務分析及驗證，運用平台策略的相關理論為基礎，並以商業模式之要素作為分析架構，探討個案公司LnB信用市集、鄉民貸及FundPark創辦人創建平台時的動機與目標，如何增進平台參與者互動，替用戶解決問題，並共同創造價值。因此，本研究之研究問題總結如下： (一)台灣P2P借貸平台發展之可能性。 (二)個案公司P2P借貸平台營運模式於台灣發展遇到的問題及比較。 / The Peer-to-Peer lending platform (P2P lending platform will be used as the abbreviation in the following section) the practice of lending money to individuals through online services that match lenders with borrowers. Investors holding idle capital can choose the target on the website to lend money and gain higher returns; while the borrowers’ funding needs can be satisfied by the mechanism of the P2P lending platform. Thus, the P2P lending platform has transformed the traditional idea that finance has to be handled through financial institutions. The P2P lending industry in Taiwan have been developed since 2016, the first and second P2P lending companies: Lend & Borrow(LnB信用市集) , Lend(鄉民貸) were founded during 2015 and 2016, which were devoted to offering reasonable interest rates for lenders and borrowers. Based on the concept of platform strategy and the factors of business model, this study investigates the object and the motivation of the founders when they founded the P2P lending companies, and discusses how they increased the interaction of the players in the platform ecosystem, with the case study of P2P lending companies--Lend & Borrow(LnB信用市集) , Lend(鄉民貸) and FundPark. Therefore, the research questions of this study are as follows: 1.The practicability of the P2P lending platform in Taiwan. 2.The comparison of the business model, and the obstacles that the P2P lending companies faced in Taiwan.

台灣觀光外匯的成長力度高，外國旅客來台灣包車旅遊的需求漸增，因應而生的包車平台興起，本研究期望針對既有個案探討包車平台如何去設定付費方與被捕貼方，並且提供其他同質性平台商業模式設計更多元的思考方式。 透過黃勇及周學春提出之平台商業模式研究之框架及陳威如及余卓軒提出的平台補貼策略之考慮因素，以質性研究方式，選取UTAXI、台灣小旅行、DingTAXI叮叮包車三個包車平台個案進行訪談與分析。 UTAXI媒合“旅客-司機”，致力“您的專屬司機”，選擇司機作為付費方，自由行旅客為被補貼方，定價較市場平均價格高；台灣小旅行媒合“旅客-司機”，致力“體驗台灣在地感動，訴說土地故事”，選擇自由行旅客作為付費方，計程車學院協會司機為被補貼方，定價為市場平均價格；DingTAXI叮叮包車媒合“旅客-車隊“，致力”解決自由行旅客交通困擾“，選擇自由行旅客作為付費方，合作車行、車隊為被補貼方。 本研究得知個案其各自商業模式之創建、如何選擇付費方與被補貼方以及包車平台之定價策略，也可從個案中得知，思考角度與立場不同，運用補貼模式的準則得出之結果也截然不同，提供未來同質性平台於發展時多元的思考方式及依據。 / From 2007 to 2015, visitors to Taiwan increased from 3.71 million to more than 10 million. As a result, foreign exchange earnings from tourism surged by 2.6 times, from NT$17.12 billion (US$521.95 million) to an estimated NT$44.50 billion (US$1.36 billion). These results and reviews demonstrate that Taiwan is becoming a major destination for travelers worldwide. Car carter service become a popular way for visitors to explore Taiwan on their own, therefore more and more online car carter service platforms are being set up. Platform pricing model is not set up by user charge alone, how users interact on the platform is also considered. Platform controller attract users who can cause positive cross-side network effect by offering them better price so that they can attract users who are willing to pay the fee. This research depends on two-side market theory to explain how online car carter platforms attract users to enter their platforms, design interaction mechanism and set rules to allow users to use platforms easily. Depending on different point of views, every online car carter service platform has its own design. Therefore, this research also depends on the business model and the eco-system on platform theory to analyze car carter service platform. After understanding how platforms design interaction mechanism, platform pricing model is then discussed. Every platform has its own pricing model, because of different design. This research analyzes platform pricing model by subsidy rules from previous studies. By analyzing three online car carter service platform cases, this research concludes that platforms have different interacting mechanisms because of website design purpose and user dating purpose. This research demonstrates which subsidy rules are used on online dating platform and how these platform create their own eco-system to maintain the platform.

隨著網際網路興起，資訊的交流與傳遞產生了革命性的變化，同時也影響了許多產業既有的經營與交易模式，電子商務以及產品/服務數位化的概念開始大行其道。近年來，網際網路的即時性與互動性，更促成平台經營模式的興起，藉由打破傳統交易模式中單向的供應鏈形式，平台建立了多方使用者對資訊及產品/服務在供給與需求上的循環性，促成交易成本降低，進而創造更多新的商機。 以傳統出版業為例，受限於書籍在印刷出版時高額的固定成本，廠商通常只能向已具有市場規模的知名作家或經濟人進行作品出版的提案與邀約；而對於消費者來說，也僅能就市場提供的產品進行選擇。另一方面，對於許多有潛力但尚未被發掘的創作者而言，也因為缺乏能實際接觸市場的機會與管道而遭到埋沒，而對廠商來說，過高的搜尋成本與投資風險也形成了發掘這些新銳作家的障礙。 本研究試圖以平台策略與經營模式為基礎，探討創作交流平台對於傳統出版業以及其數位化過程中所產生的衝擊與影響，並試圖建立一套能有效促成創作者、使用者與廠商三方獲益的資訊交流平台；最後，針對創作在數位化過程中最容易遭遇到的著作權問題，本研究也將以平台經營管理的角度加以審視分析，並提出相關政策上之建議。因此，本研究之研究問題係總結為以下三點： 1.創作交流平台對於傳統出版業與出版數位化的影響與競合關係 2.創作交流平台經營模式與成功關鍵之分析 3.創作交流平台著作權法律相關政策與議題之探討 / As Internet became more and more popular, there was a revolutionary change about transportation of information, and it also deeply influenced many industries’ original operation and transaction models. For this reason, e-commercial and digitization of products and services started to prevail. In recent years, because of Internet’s instantaneity and interactivity, platform business models start to spring up. By breaking through the traditional one-way supply chain, platforms try to find the circulation between each type user’s supply and demand of products or services. Platforms model decrease the transaction cost and help many people find the new business. Take traditional publishing industry for example, for fear of the high fixed cost of books publishing; publishers only publish books by well-known authors or through agents with good reputation. For customers, they can only passively choose from the items supplied. Besides, many potentially brilliant authors may be neglected under this circumstance, because they lack channels to approach the market and audiences. Considering the searching cost and risk, it’s also difficult for publishers to discover these potential creators. This research will be based on platform strategies and business models, discussing the influence and transformation result from creation communication platforms during digitization process of traditional publishing industry. Furthermore, this research will try to build up a platform business model to make users (including creators, audiences and publisher) profit. At last, this research also covers the copyright issue about creation communication platform, and brings up some advices for platform policies. After all, this research will focus on three questions as below: 1.Influence and transformation result from creation communication platforms during digitization process of traditional publishing industry. 2.Analysis about creation communication platforms’ business models and key factors for making success. 3.Discussion of creation communication platforms’ copyright issues and related business policies.

近年來平台商業模式與網路交友的盛行，使得許多網路交友平台應運而生。平台的收費模式不以傳統使用者付費的觀念建立，而是以整體平台的互動作為收費的考量，以較優惠或是免費的方式來吸引會引起正向跨邊網路效應的使用者加入，讓他們作為平台的被補貼方，藉此吸引平台的付費方群體加入。 本研究以雙邊平台的觀點來研究網路交友平台是如何設計讓使用者願意加入此平台、如何設計互動機制讓平台上雙方群體進行互動，如何訂定合適的管制讓使用者能方便使用並信任此平台上使用者的真實性，讓適當的顧客匯集。即使同為網路交友平台，其交友的目的、交友的模式也有所不同，因此本研究先探討各交友平台是如何設計互動模式，來促進使用者間的交流，並比較各平台的不同之處。 理解平台的互動機制後，接著探討平台的補貼準則。因為各網路交友平台的設計不同也使得補貼準則有所差異，透過文獻裡所述的補貼準則來分析平台是透過哪種方式來向使用者進行收費，以及分析使用者願意支付費用的原因。 透過幾個交友平台的個案分析，本研究觀察到雖都為網路交友平台，但是其交友的機制都會因其設計理念、交友目的而有所不同。因此本研究整理出哪些補貼準則被應用在網路交友平台上，而各交友平台如何設計收費時機在互動模式上，以理解網路交友平台的整個收費訂價的方式。 / Platform business model and online dating has become popular in recent years, therefore more and more online dating platforms are being set up. Platform pricing model is not set up by user charge alone, how users interact on the platform is also considered. Platform controller attract users who can cause positive cross-side network effect by offering them better price so that they can attract users who are willing to pay the fee. This research depends on two-side market theory to explain how online dating platforms attract users to enter their platforms, design interaction mechanism and set rules to allow users to use platforms easily. Depending on different dating purposes, every online dating platform has its own design. Therefore, this research discusses how different online dating platforms design interaction mechanism and compare the differences between them. After understanding how platforms design interaction mechanism, platform pricing model is then discussed. Every platform has its own pricing model, because of different design. This research analyzes platform pricing model by subsidy rules from previous studies, and why users are willing to pay. By analyzing several online dating platform cases, this research concludes that platforms have different interacting mechanisms because of website design purpose and user dating purpose. This research demonstrates which subsidy rules are used on online dating platform and how these platform design charge timing in order to understand online dating platform pricing model.

本研究的主題是平台商業模式，研究的主要動機是近來不管是從SAP全球輔導過的各產業企業或是在EMBA探討過的無數個案中，發現一個成功企業都有一個共通的元素，就是它們都擁有一個優秀的商業模式，而進一步去檢視這些企業，發覺越來越多成功企業是以建立平台連結多方群體的平台式商業模式快速崛起，它們打破競爭的疆界，很多屬於傳統直線式產業鏈的企業因而紛紛敗下陣來。 鑑於研究者在剛出社會時曾經創過業，加上在外商的工作雖然收獲高於一般人，但總覺得為人作嫁且外商績效掛帥變動性大，因此有朝一日還是想要再次自行創業；加上此刻台灣的產業都面臨轉型，因而想利用這個論文來好好研究與探討這些平台企業的成功之道，歸結出實務建議供未來再次創業時參考，並提供給想轉型或發展平台商業模式的台灣企業參考！ 平台商業模式廣泛出現在各種產業中，受限於研究資源限制，本研究僅以電子商務為研究範圍，本研究選擇國內四家電子商務領導企業為個案研究對象，研究其成功的平台策略，及如何以平台為營運模式持續成長。另外，本研究也以商業模式圖（Business Model Canvas）來分析個案公司，探討其如何建立目標客戶群？如何建立營收模式？如何持續成長？最後，整合與分析其平台策略與商業模式的優劣，歸結出發展成功平台商業模式所應具備的資源與方法。本研究彙整結論如下： （一）找到存在於群體間尚未被滿足的需求，利用平台連接群體並建立互動機制，來提供價值與滿足需求並創造營收。 （二）建立完整的平台生態圈機制設計，讓平台本身與各邊群體成為關鍵資源。 （三）建立成長策略，持續以創新及創意來創造新的平台核心優勢來克服競爭與覆蓋威脅。 關鍵字：商業模式，平台策略，電子商務，創新擴散，價值網，網路效應，賽局理論。 / The theme of this research is to study the platform business model. The main motivation is the recent study whether counseling in each industry from the SAP global enterprise customers or EMBA explored in countless cases. The finding is that a successful business has one common element which they have a good business model. And further to examine these companies, most of the researches show that more and more successful companies have a significant and fast growth through platform business model that they build up a platform to connect multi-group. They break the boundaries of competition, so lots of the traditional linear chain companies have been defeated. Since the researcher used to start-up a company in earlier career stage. Also, although working in the global company has very good compensation compared with the local company. But always felt that work for others without profiting return and global vendor is pure performance driven with heavy pressure and dynamic change. So the researcher plans to re-start up the new business in the future. Besides, at the moment that all the Taiwan manufacture oriented companies are facing business transformation. Therefore want to take advantage of this thesis to investigate success of these platform companies. To conclude with best practice recommendations for reference once start-up a new company in the future. Also, provide reference for Taiwan companies that want to turn business transformation into platform business or start-up a new platform business. Platform business model is widely present in a variety of industries, subject to the limitations of research resources, this study only focus on the scope of E-commerce. This study chose four domestic leading E-commerce enterprise as a case study. Aim to study its successful platform strategy, and how to continue to grow with platform business model. In addition, this study also adopt the business model canvas to analyze the cases of companies that explore how to establish the target audience？How to build up revenue stream？How to continue to grow？Finally, consolidate and analyze the merits of its platform strategy and business model. And came out the must have resources and methods to develop a successful platform business model. This study aggregated the following conclusions: 1. To find out the unmet needs between the groups, take advantage of the interactive platform to connect groups and establish mechanisms to provide value to meet the demand and create revenue. 2. To establish an complete platform ecosystem with solid mechanisms. Let the platform itself and each side of the groups become the key resource. 3. To form a growth strategy, continue to equip innovation and creativity to create new core competence for a platform to overcome the threat of competition and coverage. Key Words：Business Model, Platform Strategy, E-Commerce, Innovation Diffusion, Value Net, Network Effect, Game Theory.

近年來平台商業模式席捲全球，Google、Amazon、Facebook、Airbnb、Line等平台領導者們，改變了人與人之間的互動、翻轉現代的生活，並從平台中取得價值、獲得優勢，進行一場以生態系為主的競爭遊戲。此股炫風吹向經濟體中的不同環節，讓企業與企業、產業與產業之間的互動關係發生變化，同時造成許多無法因應平台經營模式與競爭策略的企業快速衰退。因此，在此股潮流之中，舊有企業如何成功轉向平台經營為本研究之重點。 有別於分析成立之際即以平台模式為主的個案公司，本研究結合了價值鏈經營模式、以及平台經營模式的觀點與相關學術理論，採用縱斷面研究方法探討典範企業—台積電30年來經營模式的轉變歷程，分析其如何一步步重塑半導體產業結構、佈局平台策略並成功轉型，成為半導體產業的巨頭之一，並形成台積大同盟的生態系與兩大IDM對手展開全面競爭。 透過本研究之分析與歸納，發現「價值鏈」與「平台」兩者的商業模式要素內涵與經營思維迥異，前者專注本業、著重內部優化，以低成本或差異化為主要的競爭策略；後者則強調擴張營運範圍、槓桿外部資源，共同創造更多價值獲得雙贏局面。而價值鏈模式之企業可從建立內部平台開始、轉變到供應鏈平台，接著發展至雙邊平台的演化方式進行轉型，但不是所有企業都具備成為雙邊平台領導者的潛力，必須確認自身提供的價值是否為整個技術系統所需、以及能否同時為產業中許多企業解決商業問題。當企業成功轉為雙邊平台之際，即可專注於提高平台的網路效應與轉換成本等策略行動上，追求大者恆大及生態系競爭之目的。 / In recent years, the platform business model sweeps the world. Google, Amazon, Facebook, Airbnb, Line and other platform leaders not only changed the way people lived but also obtained values from the platform’s network. These values are key competitive advantages for platform leaders to win the game of business. However, the new type of business model is threatening pipeline business, and some pipelines even rapidly declined after attacking by platforms. Therefore, how pipelines can survive and turn successfully to platform-based business is the main discussion in this research. This study combined the academic theories of two business model: value chain and platform to explore the transformation of business and strategy of TSMC, which is one of the leading semiconductor companies in the world, in the past 30 years. The case study followed by analyzing how TSMC reshaped the semiconductor’s value chain and then adopt the platform strategy for enterprise transformation. Now, TSMC has its own ecosystem that can beat with other two giant IDM competitors. With the in-depth case study of the changing in TSMC’s business model, we had three conclusions. Firstly, we find out that the business model of “value chain” and “platform” has the different connotation and strategic thinking. The former enterprises focus on its own business, pay attention to internal optimization, and take advantage of differentiation or low cost for competition. However, the later ones emphasize the expansion of operating scope, leverage external resources, and co-create with partners for more values to pursuit the win-win situation. Secondly, enterprises with the value chain business model can develop the platform business model by establishing the internal platform at the initial and then expand to supply chain platform and two-sided market platform. But it's worth noting that not all enterprises have the potential to become a platform leader. It must satisfy two prerequisite conditions: (1) the own value is essential within an industry, and (2) can solve the business problems of different companies at the same time. Thirdly, when enterprises successfully become the platform-based business, enlarging network effect and switching cost are two primary actions to pursue and keep platform leading strategy.

近年來，國人追求健康、愛美等因素而運動風氣蔚為盛行，連帶擴大穿戴型裝置產業發展，越來越多廠商加入。而在競爭激烈的全球市場中，不少廠商以平台經濟模式的建立及善用網路外部性的發展為轉型的策略，其中，如何有效率擴大平台規模及提高顧客黏著度尤其重要。本研究著重於以下三點：個案公司之平台商業模式的運作機制、如何創造不同種類之網路外部性及如何管理網路外部性創造更多效益。 本研究採取單一個案研究法，並挑選從GPS大廠成功涉足智慧型穿戴式裝置且近年來積極轉型之台灣國際航電股份有限公司(Garmin Corp.)，經過研究個案公司平台商業模式與網路外部性的創造及管理，歸納本研究之發現：Garmin透過Garmin Sports平台的管理，建立與外部用戶的關係；並藉由穿戴式裝置的租借與其他廠商合作活動帶動運動市場貿易；再教練培訓為中心出發，提供一套專業、完整的課程，建立平台生態圈，擴大平台規模。 本研究之貢獻在於透過Garmin Sports的案例建立一套平台發展與網路外部性的創造與管理之架構，以期了解透過平台網路外部性發展如何提升使用者價值、為使用者帶來更多效益。歸納出三項因素如下： 1. 專業人士與外部廠商 2. 互補品的發展與資料庫的建立 3. 透過多方用戶的選擇與舉辦活動來管理網路外部性 此外，本研究為Garmin Sports平台成立初期，上線時間較短，部分網路外部性的交互影響研究受限。故建議後續研究，可待Garmin Sports平台運作期間較長，其網路外部性的創造與管理及不同種類網路外部性之相互作用亦會較為明顯。 / In recent years, the atmosphere of physical workout becomes prevalent, which results in the expansion of wearable device industry, causing more and more companies join in this industry. Under such a highly competitive global markets, platform transformation gradually becomes a popular strategy. In the research, our main focus lies on what the platform business model is and how to create and manage different kind of network externality. The case study method is applied for this research. We select Garmin Corp, a GPS corporation which successfully develops wearable devices in recent years and has transformed into a new business model as our research subject. With in-depth case study of platform business model and the creation and management of network externality, we conclude our findings as below: Garmin establishes the relationship with external users and cooperates with other companies through the management of the Garmin Sports platform by leasing wearable devices. To expand the scale of the platform, Garmin provides a set of professional training camp and competitions, so as to establish the platform ecosystem. The academic contribution of this study is to create the structure of developing platform and managing network externality, hoping to bring more value and benefits. The factors are as below: 1. Experts and external companies 2. Complementary products and database setup 3. multi-user selection and managing network externality through events In addition, this study is about the beginning of Garmin Sports platform in which on-line time is short and the interaction of network externality is limited. It is recommended that, for the follow-up research, researches should wait for Garmin Sports platform to operate for a longer period of time. Therefore, the creation and management of network externalities and the different types of network interaction will be more obvious.