小筆電可說是筆記型電腦所演化的新產品，這個新產品在近兩年經濟不景氣的時代背景之下，迅速熱賣，市場的接受度可說是非常的高。本研究以文獻分析法探討小筆電的興起、宏碁公司的經營策略、筆記型電腦產業的競爭策略、筆記型電腦產業的核心能力分析模式、以及科技行銷策略，以｢技術採用生命週期｣的分析理論，建構研究模式。 近兩年小筆電的熱銷讓宏碁Aspire One出奇致勝，即使宏碁並不是首推小筆電的廠商，卻迅速反應，在很短的時間內，搶佔市場。Aspire One的熱銷是宏碁不巧受到幸運之神眷顧？還是宏碁在策略上運用得宜？小筆電的興起對宏碁筆記型電腦經營的策略有何特別的意涵？ 本論文以個案研究法，除了相關文獻的蒐集與分析之外，輔以筆者在筆記型電腦大廠深耕約二十年的工作經驗，深度分析小筆電的興起、以及宏碁公司的經營策略。 / Netbook can be seen as the new product developed from Notebook computer. In the wake of economic recession in recent two years, market acceptance for Netbook has become extremely high. This research is based on literature analysis, aims to analyze the rise of Netbook era, Acer‟s corporate strategy, the competitive approach in Notebook computer industry, the analysis model upon core competition in Notebook computer industry, and technology marketing strategy. The study is taking “Technology Life Circle” as research model . Acer‟s Aspire One is the biggest winner in Netbook selling record. Even Acer is not the first one to promote Netbook, its prompt response to the market brings Acer to the biggest Netbook player. Is Acer just lucky for perfect timing heading to this triumph, or it indicates Acer‟s strategies properly deployed? Besides, does the rise of the Netbook era since change the direction of Acer‟s business strategy? The research is doing in the manner of case study. On top of related literature analysis, my professional working experience within Notebook computer industry nearly twenty years is crucial for insight analysis of the rise of Netbook era and Acer‟s business strategy. Hopefully, this research brings reference value to industry.

技術採用生命週期（Technology Adoption Life Cycle）理論探討技術擴散過程中各階段消費者的行為，並進而使業者了解未來產業的發展趨勢與方向。本論文即嘗試透過結合技術採用生命週期理論，分析LED背光源應用所處之時空和市場，觀察LED產業商業模式的發展，從中尋找LED產業之智慧財產管理課題。LED產業於小型面板背光源的應用，如：手機、MP3、PDA、GPS、數位相機等，已然跨過技術採用生命週期所描述的龍捲風暴階段，進入康莊大道。另一方面，LED於中大型面板背光源的應用才正要刮起風暴，並期待著下一個殺手級應用—通用照明，引領極富綠色環保色彩的LED 產業繼續起飛。然而，因關鍵性專利始終握在國際大廠手上，限制了我國LED產業的發展，也阻礙了技術的擴散。幸而我國LED業者依舊在一片紅海中殺出重圍，成為LED產值世界第二大的基地，也成了國際大廠不得不倚重的對象。下一個風暴的成功，國際大廠仍需要透過授權或策略聯盟繼續壯大其勢力，這是我國LED業者的機會，亦可趁此持續發展技術，配合擅長的系統端整合應用，一舉取得逆轉勝門票。 / Technology Adoption Life Cycle theory discussed various behavior in different phases during the technology diffusion process to let industries learn the trend of future development. The thesis tries to analyze LED backlight application at this point of time and also tries to link up with Technology Adoption Life Cycle theory to find out intellectual property management issues in LED industry today. The LED backlight application on small LCD display, such as mobile phones, MP3, PDA, digital cameras, and GPS, had already passed through the tornado stage in the description of Technology Adoption Life Cycle theory, and it got into the main street stage for sure. On the other side, LED backlight application on medium/large LCD display is just blowing a storm now, and waiting for next killer application, general lighting, to lead the green energy industry a bright way as well. Nevertheless, the essential patents of LED are held by international firms all along. Our LED industry development is certainly limited and technology diffusion is restricted. Fortunately, LED firms in Taiwan still made a great breakthrough that Taiwan has become one of the top two LED product bases in the world. It made international LED firms have to rely on us in some degree. The next triumph to achieve may so far require licensing from big firms or to form a strategic alliance to foster it. It is our opportunity to keep improving our technology in system integration that we are good at, and cooperate with big firms to win the coming game in the foreseeable forture.

本研究回顧過去「資訊通路」相關研究發現，主要集中在幾個議題，例如：經營或競爭策略、通路管理、產品訂價模式、顧客忠誠度、通路服務品質、供應商關係管理、或個案公司之研究；而回顧關於「技術採用生命週期」與「跨越鴻溝」相關研究較少且多集中於高科技技術，如LED、IC設計、網站平台..或個案產品之研究，如iPod、筆記型電腦、電子書、網路電視..等。且大部研究的探討範圍較缺乏以產業角度研究數位產品之相關通路服務需求；且並未發現根據Geoffrey A . Moore(1991)跨越鴻溝一書所論述「高科技行銷通路」理論之提出有效履行「完整產品」之實務架構並進行可行性研究。 　　就實務面觀察，多數創新數位產品在通路推展成功機率很低且擴散速度緩慢，因此本研究針對影響數位產品成敗因素分為企業內部因素、外在環境因素與通路因素三部分，並針對品牌原廠非完全可控制之通路因素進行深入分析研究。關研究方法方面，本研究以通路服務業觀點先探討數位產品的演進趨勢對消費者與品牌原廠通路服務需求的影響，接著探討消費者與品牌原廠對現有主要數位產品通路型態之滿意度分析，找出「市場需求缺口」是否存在與各項服務需求與滿意度(放心度)之差異程度；再進一步驗證本研究提出創新服務模式-「官網下單&透過區域專業經銷商交貨」之適用性與滿意度改善之比較。本研究進一步分析可能影響各項通路服務需求與滿意度的因素，包括消費者類型與品牌原廠類型。 　　經過資料分析，本研究的主要研究結果有五點，包括：消費者與品牌原廠之通路服務需求的確存在且被數位產品的演進所影響、不同類型消費者會影響對通路服務需求與通路型態的放心程度、不同類型品牌原廠影響對通路服務需求的程度不大；但會影響推展新產品初期通路選擇之策略、創新通路服務模式(官網下單&透過區域專業經銷商交貨) 符合消費者與品牌原廠需求並提升滿意度、數位產品之採用生命週期曲線之「鴻溝現象」仍然存在，且與Geoffrey A . Moore(1991)之技術採用生命週期曲線之結構有所不同。 根據上述的研究結果，本研究提出下列建議給予實務界參考： 一、對數位產品通路服務公司：跳脫「競爭」與「去服務化」思維，以實際市場需求出發以建構企業價值鏈與提升附加價值、 有效整合數量龐大區域加值經銷商的在地力量建構「售後服務」機制、優先建構「導入時效」通路價值鏈。二、對創新數位產品之品牌原廠：運用創新通路服務模式彌補目前面臨通路服務滿意度之落差、以官網發展虛實整合的創新通路服務模式較可滿足消費者需求。 / In this study, we have reviewed the existing thesis and research about keyword of IT channel and found that focused on several issues , such as: business or competitive strategy, channel management, product pricing model, customer loyalty, channel service quality, supplier relationship management, or the case company the study; About the number of existing thesis and research of "technology adoption life cycle" and "Crossing the Chasm" is rare and found that more concentrated in high technology product, such as LED, IC design, web platform .. or some case studies, such as iPod, notebook, e-books, network TV .. and so on. And lack of research to explore the issue of digital products industry ‘s real demand for channel services; and we have not found according to the theory of "high-tech marketing channel" discussed by the book of Geoffrey A. Moore’s "Crossing the Chasm" to proposed the effective implementation architecture of "whole product" and do some research. Through the observations of the practical , most innovative digital products is very low probability of success in channel marketing and spread slowly, so the study of divided the success or failure factors of digital products into three parts,including business internal factors, external environmental factors and channel factors, and in this study focus and analysis depthly to the channel factor that the brand company ‘s non-completely control . About research methods, this research study first the impact of channel service demand of the consumers and brand company by evolution of digital products through channel service’s viewpoint. Then we analysis the the satisfaction of consumer and brand company to existing major channels of digital products to identify "market demand gap" and the difference degree between the service needs and satisfaction (comfort level); further validate the applicability and satisfaction improvement degree of the innovative service model - "place orders on the official website and delivery goods through the regional dealer in relatived field" . This study further analyzed the various factors that may affect the service needs and satisfaction, including types of consumers and the types of brand company. After data analysis, the main findings of this study have five points, including: The demand of consumer and the brand company for channel services are affected by the evolution of digital products; The demand for channel services and comfort level will be affected by the different types of consumers;The demand for channel services won’t be affected by the different types of brand company, but the choice of the initial channel strategy will be affected by the different types of brand company;The innovative service model - "place orders on the official website and delivery goods through the regional dealer in relatived field" can meet the demend and improve satisfaction of the customer and brand company;The " Chasm phenomenon" of " the digital product adoption life cycle curve " still exists, and different with the structure of Geoffrey A. Moore (1991) of the technology life-cycle curve . Based on the above findings, this study proposes to practitioners the following recommendations: First, for channel services company of digital products: Give up "competition" and "off service" thinking t o construct the enterprise value chain and value- up by actual market demand；To integrate the huge forces of local value-added- reseller to construct the "after-sale- service" mechanism;Give the high priority to construct the value chain of "Time to market". Second, for the brand company of digital product : Take advantage with the innovative service model - "place orders on the official website and delivery goods through the regional dealer in relatived field" to make up for the satisfaction of the channel service；To create the innovation virtual-physical- channel service model by the official website to meet consumer demand.

針對台灣高科技產業的研究重點，學術上常常會從產業生命週期、公司內部的核心能耐或是從產業結構的定位作為出發加以探討。而本篇研究將會從策略行銷、技術採用生命週期、核心能耐三方面的角度進行技術創業公司價值創造及商業模式的分析。實務上，本篇研究也將致力於技術採用生命週期、核心能耐、策略行銷三方面角度的架構予以整合，如此一來，就能夠透過整合性架構幫助業主在實務上的思考。 本研究採取的是個案研究方法。個案研究法中對於個案的選擇，並非重其全面性與系統性，而是重在選擇有代表性與對比效果的個案，以獲得較為豐富的個案內涵以供對研究議題之深究。本研究選擇了龍彩科技、群聯電子、訊連科技以及茂林光電四家較為年輕且分屬不同產業龍頭的公司作為技術創業的個案分析公司。 本研究得到的結論為技術創業公司在保齡球道確認自己的核心技術所能為顧客創造的價值之後，由於台灣新創公司通常無法自行掌控技術採用生命週期，因此隨著產業的發展與產業間的互動，會決定未來新創公司所走的技術採用生命週期的路徑。技術創業公司通常會在康莊大道開始積極培養新的能力來因應下一波的創新。價值創造方面以降低顧客的外顯單位效益成本為關鍵重點。商業模式若從本篇研究的角度來看，即是在技術採用生命週期上，價值創造與核心能耐的互動。若價值創造與核心能耐產生良性循環，則公司的商業模式會開始強化，這樣就能協助公司在各個技術採用生命週期的階段站穩腳跟。 / Academically, we usually use the standpoints of Product Life Cycle, Core Competence or The Position of the Industrial Structure to study high-tech companies in Taiwan. This research would combine the standpoints of Technology Adoption Life Cycle, Core Competence and Strategic Marketing Analysis to study the technological entrepreneurship in Taiwan, especially in value creations and business models. This is a multi-case study, choosing the representative and comparable cases, including HC Photonics Corp., Phison Electronics Corp., CyberLink Corp. and Global Lighting Technologies Inc., which are younger and playing important roles in their industries. By analyzing the four companies, this study concludes that： 1.A business model means the core competences interact with the costumer values at the Technology Adoption Life Cycle. A great business model means it’s a positive cycle of interaction and the positive cycle can help companies stand firmly at the Technology Adoption Life Cycle. 2.The most important costumer value is Over Cost per Unity (C1).

虛實整合商業模式及O2O模式等概念在市場上的應用不斷崛起，許多業者紛紛投入電商平台之經營，然在越來越多企業朝電子商務發展的同時，線上消費平台卻傳出一道警訊。目前，全球零售市場的規模在2016年約為22兆美元，其中，電商的份額僅佔了8.7%；即使到了2020年，7成以上市場份額仍由實體通路所把持，此現象催生了「全通路」時代的來臨。 許多人誤以為實體與網路是完全獨立的兩個世界，且兩個世界互相是此消彼長的，但其實不然。目前，實體店面與純電子商務單一的銷售模式已逐漸被打破且面臨僵固不前的窘境，而唯有打造全通路，落實虛實整合並打破通路間的界線，將兩邊的危機化為轉機才是突破現況的新解方。 「新零售革命」正在零售業者間展開，究竟如何同時經營實體店面與網路商店，並進行有效的虛實整合，對於純實體商店或純網路銷售商都是一大挑戰。而過去O2O模式相關文獻多聚焦於經營模式、商業策略上的改變，但在實務上如何實際應用以落實虛實整合仍未有所見。因此，本文將探討企業如何透過新興科技的導入來協助完善O2O模式之整合應用，並探究其行銷策略規劃以創造全通路之經營。 本文藉由瞭解所選擇之該產業極具代表性的實際企業個案騰訊以及燦坤，透過二者經營策略上的創新做法，來檢視其二運用Beacon技術於各市場階段的行銷策略決策，進而剖析管理者在運用物聯網產品於經營模式之思維，深入探究其對於虛實整合問題的見解與作法。 / Since The upgrading integration of Click and Mortar Business and O2O model, more and more companies tried to entry the online business. However, as an increasing number of enterprises got into the e-commerce, there came up a warning. The scale of the global retail market in 2016 was about 22 trillion US dollars, but the market shares of e-commerce only got 8.7%. Even by 2020, more than 70% of the market share will still hold by the physical channel, and this phenomenon let the “Omni-channel Retailing” idea showed up. Many people had mistaken the related worlds between the virtual and physical as completely independent. Actually, the only one side business model of physical store or e-commerce has been gradually broken, and the only way to create the new path is developing the omni-channel retailing method. To fully implement the click and mortar business model and break out the boundaries between the path, it’s the best cure for breakthrough the current situation. The "new retail revolution" is being launched between retailers, but how to operate the physical stores and the online stores simultaneously, it’s a big challenge for pure physical stores or online stores managers. Since past O2O model literatures were focus on the change of business model and business strategies, we haven’t seen the practical application to implement the click and mortar business method. Therefore, this paper will explore how enterprises improved the O2O model by importing new techs, and discovered its management of omni-channel retailing with marketing strategy. At last, by studying the innovative business strategy and the decision-making in each products stage of these two businesses Tencent and TSANN KUEN which selected in the industries. This paper will explore the thinking of the managers by using IOT products in their business model, and understand the insights of the click and mortar business model.

根據Display Search統計資料指出，從2007年到2011年，直至2015年的預估需求，觸控面板的需求量一路呈現成長的趨勢。短短幾年間，原本應用於軍事用途與大型工業設備的觸控技術，因智慧型手機的帶動，成了消費性電子產品的新寵兒。隨著觸控式面板的水漲船高與技術的快速進步，消費者體驗到用前所未有的人性化與方便性，觸控面板之應用不只停留於手機，將持續擴張，發展更多元化的用途，展望未來，觸控面板技術將無所不在，提供終端使用者更簡單輕鬆的直覺操作，可望成為人機介面的主流輸入方式。 「滿足目標市場」、「為顧客創造價值」是產業鏈上所有廠商都應共同擁有的目標，不應只有一般認為最接近消費者的品牌廠商才需要將眼光集中於消費者市場；加上司徒達賢(2005)提出網絡定位策略（Network Strategy），產業鏈中成員所分配到的利益取決於其在價值遞送系統（Value Deliver System）中的重要性，意即不論上、中、下游廠商都必須想辦法增加其不可取代性、設法提升自己對於最終產品的附加價值。本研究以台灣全球聞名之科技產業為例，從產業上游廠商的角度出發，探究製造廠商與最終消費者之間的關係，並主要將目光聚焦於「技術供給」與「市場需求」兩者間的互動結果。創新活動推拉力量的研究，也可以說是製造商力量與消費市場力量的探討，Bapista(1999)相關文獻中也曾提及，未來研究方向應聚焦於「技術供給」與「市場需求」兩者間的互動結果。另外，基於第二章文獻探討之成果，將「最終消費者」個體的創新產品採用歷程、決策過程與總體消費大眾的擴散模式設定為已知、預設（Given），繼續探討消費市場的訊息對產業中的製造、代工廠商之寓意，研究結果做出差異的比較。 再則，專注討論最終消費市場的訊息之獲取，對一家製造廠商來說，是否具備意涵，若答案為肯定的，製造廠商未來是否應考量投入資源以瞭解消費市場之脈動，以為內部之技術發展方向提供參考，也就是探討外部消費者之資訊是否能對企業的營運產生幫助，結合內外資訊以達改善產業價值鏈中地位之目的。 本研究之目標為提供台灣眾多製造商、代工廠商管理新思維，以往這些製造商、代工廠商在產業鏈中的位置被定義為滿足品牌商之工廠，產品主體由其製造，但在價值中所分配到的利益卻是最低的，無法與發展品牌、實際接觸面對最終消費者之大品牌商抗衡。但實際上，在消費市場瞬息萬變的現今，反應速度是成敗關鍵，若是依循傳統的模式，品牌商將消費者需求與資訊層層回傳給製造商、代工商，再將技術、產品做修正回應市場，絕對不足以快速回應消費市場之變動。若身為產業中、上游之製造商能增家組織通透性，與產品實際使用者多接觸，率先預測與瞭解其未被滿足需求與脈動，結合品牌商沒有的技術知識，將能提前改良技術、提出創新技術。希望藉此改善製造、代工廠商常犯的技術短視症，目光如豆的聚焦於自身擁有的技術已不適用，必須時常與外界環境、消費市場接觸，以調整技術發展方向，符合未來需求。 與品牌商之緊密結合，例如共同研發，提昇上下游之合作程度，雖然也是獲取消費者資訊的管道之一，但品牌商仍掌握較大控制力量。另外，從個案的例子中也得以見得，單一行銷部門之強大，沒有其他單位之配合、共同發展，也無法使組織整體績效提昇。 觸控面板市場目前朝早期大眾及晚期大眾之主流市場邁進，上有許多成長空間，在Moor（1999）提出之競爭定位羅盤中顯示，代表由產品為基礎的思維必須轉變成以市場為基礎之價值轉形期，也就是為因應大眾市場之使用需求，需充分瞭解實際使用者之需求，以改良產品，正好呼應改良技術短視症之觀點。