台灣自從1997年開放行動電話通訊業務並於2002年開放3G行動業務後，使得手持裝置與動通訊業務蓬勃發展，行動電話普及率於2003年曾經創下世界第一的紀錄，代表著台灣消費者已經接受行動通訊成為生活中的重要環節；隨著個人生活與商業型態的發展，消費者僅用一個門號已經漸漸不敷使用，多門號使用的需要，逐漸成為數位生活裡的新需求。此外，隨著消費者開始普遍地接受智慧型手持裝置在生活的上帶來的便利，智慧型手機的普及率也在這幾年持續快速的增長，利用智慧型手機的擴充方便性，加上對於多門號使用的需要，便衍生出所謂的智慧型手機多門號的衍生性產品的發展。 過去探討創新商品多主要以產品的相對優勢為重心，但是創新產品的擴散還與資訊搜尋、道德危機與專屬資產3大因素有深遠的關係；此外，創新產品在導入一個市場的過程當中，還需要經過通路零售商，才能到達消費者的手中，中間過程當中通路零售商便有舉足輕重的影響力。本研究以台灣智慧型手機消費者為研究範圍，以4C交易成本為主要理論，從消費者的觀點與不同面向，輔以分析通路零售商的關係與影響力，來探討創新產品的進入一個市場的行銷策略。 最後，透過實際個案資料的彙整與關鍵價值鏈中重要角色的深入訪談，分析在該競爭環境之下，除了如何調整行銷策略使消費者更加容易採納之外，並使公司與競爭者相比能擬定出更具競爭優勢的策略規劃。面對未來創新產品開發與利基市場的經營，相信後續之研究可以利用本研究結果為基礎，進行更進一步、更廣泛、更深入的專研。 / Taiwan government, in 1997, releases the license of telecommunication business and enables 3G mobile business in 2002, it has made handheld devices and mobile communications business to flourish. Telecommunication penetration rate hit the record of 1st in the world in 2003, which represents that Taiwanese consumers have accepted the mobile communication and it has become an important part of life. According to the change of personal life and business patterns, consumer with single mobile number has become gradually inadequate. The need for multiple numbers has gradually become the new demand of digital life. In addition, as consumers generally begin to accept the smart handheld device convenience in their life, smart phone penetration also kept rapid growth in the past few years. Make use of the expansibility of smart phone and the need of multiple mobile numbers, it nurtures the development of the so-called smart phone multi-number derivative products. The analysis of innovative product focuses on the comparative advantage. It’s not enough. The diffusion of innovative product has involved other 3 factors, including information search, moral hazard, and asset specificity. Besides, in enabling one innovative product into a market, consumer has to digest the information of the product through distributor and retailer. In the process, Distributor and retailer play the significant role to have the influence on the purchasing. Based on the case study of company A and significant data through interviews with key players in the value chain, this thesis is going to analyze the status of competition of the product and company among competitors. By the analysis, it’s able to figure out the proper strategy, not only encourage consumer to adopt the product, but also secures the vantage position in the market. Hope the thesis can become a good reference to benefit other searchers in the development of innovative product and the approaching of niche market.

The smart phone has become the major device for taking photos and filming. There are 800 hours of videos uploaded to YouTube every minute, and more YouTubers participating in generating videos. Because it is an era of we-media, there will be more and more people using video to promote himself. Nowadays, people can shoot 4k video by smartphones, but there’s no solution for people who want to shoot videos with good audio quality, without worrying about the issue of noise, time consuming, post-editing, expensive tools and long distance filming. This new product called WiMic, a wireless noise-reduction recorder for video-shooting on smartphones. The target audience will be YouTubers, video makers, travelers, families, bands, sports. Anyone who want to shoot good videos with great and clear audio quality will need wireless recorder like WiMic. In addition, there are some main features, such as noise reduction by ANR and ANC, light weight, long distance of audio recording, three-sound-tracks simultaneous recording and supporting live streaming, which help video-shooting lovers to produce better audio quality videos without noise and share them with friends and audience.

台灣的產業發展一向以製造業為主，但現在則普遍認為服務業才是我們未來應該努力的方向，但是如何在這個轉型的過程當中，利用我們原本的製造相關能力，來加值服務相關的產業，是一個重要的議題。 在開放式架構產業之中，許多新產品的開發，已經不能以過去傳統技術導向的思維進行。因此希望透過實務與理論上的結合，選定以華碩Eee PC以及HTC做為討論個案，進一步的探討「產品創新」之相關議題。 因此，本研究之主要研究問題為： 一、 身處開放性架構產業（Open System Industrial）的公司在進行「產品創新」時的相關內部條件為何？ 二、 開放性架構產業（Open System Industrial）中的產品如何進行「產品創新」活動？ 三、 開放性架構產業（Open System Industrial）中的「產品創新」與產業內「基石公司（Keystone Company）的關係」之影響。 四、 開放性架構產業（Open System Industrial）中，「產品創新」要如何提高競爭者之進入障礙，以避免競爭者快速跟進、抄襲及模仿。 本研究以Brown（2010）所提出的成功構想的三大準則：技術可行性、商業存續性、客戶需求性，以及本研究所提出之「與基石公司關係」構面，進行開放性架構產業之產品創新議題之探討。 透過理論以及實務的互相印證，本研究歸納出六點主要研究發現，分別為： 一、 Open System Industrial 的產品創新可以著重在以使用者為中心及如何提供客戶最佳的使用者經驗這一部份最容易成功。 二、 深厚的技術基礎是支撐產品創新的重要關鍵。 三、 建構一個組織，讓內部每個部門都有Design Thinking 的想法會是未來產品創新成功的關鍵。 四、 產品創新不應該只侷限於產品本身，而是應該延伸到整體的使用經驗及提供完整的解決方案，因此除產品本身之外可能包括服務、內容等相關的議題。 五、 在Open System Industrial的產業中要做產品創新，與Keystone Company 息息相關，務必尋求基石公司的支持，最底限要取得他們的諒解，如果能合作開發會是最佳狀況，任何違反基石公司利益的動作務必三思而後行。 六、 在新產品開發的過程當中如果有發現任何可以差異化的部份，務必立刻申請專利保護，如果沒有辦法申請專利，最底限度要與技術提供者盡量爭取時間差，創造最大的時間價值。 / In the past, the development of Taiwan industry was emphasized on the Manufacturing. In recent years, it’s generally agreed that the Services is the new way of the Taiwan industry. In the industrial restructuring process, using the manufacturing ability to value-adding the related industries is the important issue. In the open system industry, we cannot use the Technology-oriented method to arrange the new product development issues. In order to discuss the “Product Innovation” issue, the study chooses two successful product innovation cases. By discussing the cases of ASUS Eee PC and HTC, we expect to find out answers of the following questions: 1. What are the internal conditions of the firm to carry out the product innovation when the firm belongs to the open system industry? 2. How does the open system industrial firm’s product carrying out the product innovation issue? 3. How does the Keystone Company affect the open system industrial firm’s product innovation issue? 4. How to create the entry barriers to prevent the plagiarism of competitors when the firm belongs to the open system industry? The study adhering to the three criteria for successful ideas (Brown, 2010), which are Feasibility, Viability and Desirability. The criteria are critical to the Design Thinking. Besides, the study proposed the fourth dimension of the criteria for successful ideas, and it’s “The Relationship with the Keystone Company.” Six main contributions: 1. The product innovation in the open system industry should focus on providing the best User Experience. 2. The strong technology ability is the key point of the product innovation. 3. To build a Design Thinking organization is the key point of the future product innovation. 4. The product innovation shouldn’t limit to the product itself, and it should extend to the overall User Experience and Total Solution. So the product innovation should include the product, service and other contents. 5. The Keystone Company plays a pivotal role in the product innovation issue. The firm of the open system industry should acquire the supporting from the Keystone Company. It’s best to cooperate with the Keystone Company. 6. If there’s any chance to make differentiation, the firm should apply for patent protection immediately. If the firm cannot apply for patent protection, the firm should strive for the time difference to maximize time value.

融入臺灣：外國人使用智慧型手機為整合工具的經驗 / Expats living in East Asian nations have a distinctly fresh view of the burgeoning cultures around them. The field of media ethnography has largely ignored this view in favor of domestic perspectives, focusing on virtual ethnography, digital observation, and the collection of empirical data within these local populations. Taiwan is a fast-evolving nation state, with an ever-increasing foreign community and a mobile phone penetration rate of 98%. This study, recounted from the eyes of an American expat living in Taiwan, examines the successes and pitfalls Western nationals face when using their smartphones to overcome cultural barriers, maintain social relationships, and build an identity overseas. The research itself takes shape through a series of one-one-one interviews, concentrating on five subjects of differing age, gender, travel background, language level and locale. The second focus is on in-depth, on-site participant observation of these individuals interacting with Taiwanese locals and attempting to build a life for themselves away from home. Observations of their daily lifestyles, combined with interview content, sheds light on the intentions and contradictions they face in using their smartphones to traverse their environment. The goal of this study is to draw a detailed and nuanced picture of the expatriate experience and image in Taiwan, as well as analyze the ability of Westerners to use technology to integrate into Taiwanese culture.

在2012年行動App有持續性的成長，主要成長動能來自於智慧型手機及平板市場的成長。根據國際數據公司IDC的報告與預測， 2012年智慧型手機出貨量將成長至約7億台，年成長率42%，平板出貨量將成長至10,740萬台，年成長率54%。在智慧行動裝置（智慧型手機、平板等）快速成長的帶動之下，行動App的市場規模亦越來越大， 根據IDC預估，全球行動App的下載數量將由2011年的300億次成長至2012年的733億次，成長率達143%。行動App營收來源不僅僅只有單次付費下載及App內付費兩種，還包括了訂閱、App內廣告或下載等其他方式。但是，其實App的獲利方式有很多種，只要讓消費者持續使用App，除了在App內提供服務讓消費者付費來獲利之外，還能透過App連結的廣大生態圈來尋找第三方付費甚至其他模式來獲得營收。 在App產業內，「免費下載」成為吸引消費者的常用方式，2012年免費App的下載數目已是付費App的10倍以上。因此本論文欲探討在免費App的產業競爭裡，App廠商如何透過「創新」來獲取價值，透過個案研究，欲研究的問題如下： 1. 廠商透過什麼樣創新的途徑在App市場裡競爭？ 2. 創新為消費者帶來了什麼樣的使用者體驗？ 3. 廠商若是能創造良好的使用者體驗，是否能由此持續獲取價值？ 透過國外成功個案的分析結果，發現廠商透過以下創新途徑在App市場內競爭：1. App技術創新；2. App服務創新，有以下方式，1) 將技術創新轉變或延伸為各式服務；2) 連到更大的夥伴網絡或生態系統，甚至創造自己的生態系，來重新設計服務價值鏈；3) 免費的商業模式，透過贈送最有價值的資源來培養用戶基礎，才有可能在商業模式上創新。廠商透過創新可帶給使用者的經驗如下：1. 創新的使用需求；2. 降低使用者的成本；3.連結其他服務的入口平台。而廠商創造良好的使用者體驗能持續獲取價值，並且在消費者使用過程中獲取利益的方式如下：1. 透過免費服務或產品與使用者產生連結；2. 不斷更新的服務或內容，讓使用者願意持續使用；3. 給予使用者自定功能的服務來互利雙方，若是使用者不用，此功能亦不會影響服務品質；4. 「無廣告」模式能創造良好的消費者體驗。App透過以上方式能增加使用者忠誠度，透過技術或服務創新能改變商業模式；而良好的使用者經驗的確能夠為廠商獲取價值，透過不斷的創新來幫助增加使用者經驗，透過服務鏈的延伸來改變商業模式，就有機會在使用者的使用過程中獲取價值。 進一步研究台灣廠商現況，透過個案分析發現台灣廠商目前在商業模式上較無創新，但是在技術創新與服務創新的模式上已逐漸累積經驗；台灣廠商對於產品開發的方式分成兩種：一種為產品項目上的連續創新，另一種則為單一產品的漸進式創新；雖然台灣廠商進入App產業的時間不久，但是經過兩年市場經驗的累積，已逐漸了解市場消費者需求，期望能進一步改變商業模式並且朝向國際化市場。 隨著智慧型手機及平板的普及化，只要消費者願意下載行動App至其智慧行動裝置上，此App就是消費者體驗其服務的入口，再加上設計製作行動App的技術及資金門檻不高，因此各家廠商皆在思考如何透過App強化其使用體驗並且進而獲利，前提建構在消費者「願意」下載並且「持續使用」App，因此透過免費下載的模式來增加消費者的下載及使用意願，「免費」使用降低了使用者的進入門檻，良好的使用者經驗更增加了消費者對此App及其服務的忠誠度；當越來越多消費者使用後形成的規模經濟，廠商就有機會經由商業模式的創新持續獲取價值並獲利。智慧型裝置改變了消費者對電子產品的使用方式，連帶創造行動App產業的興起，藉由行動App讓各家廠商拉近與消費者之間的距離，讓廠商渴望創新以吸引消費者目光，因此行動App生態圈的擴大與成熟指日可待。 / In 2012, mobile Apps markets continue to grow since the growth of smartphone market and tablet market. IDC forecasts smartphone shipment volumes will reach 700 million units with annual growth rate of 42% in 2012. And tablet shipment volume will reach 107 million units with annual growth rate of 54%. The market size of mobile Apps would become larger due to the rapid growth of smart mobile device (smartphones/tablets) market. According to IDC’s prediction, worldwide download numbers of mobile Apps grows at 143% year-over-year from 30 billion times in 2011 to 73 billion times in 2012. Revenue of mobile Apps comes from paid Apps but also from in-App advertisement, in-App purchase, subscription and so on. As long as consumers are willing to continue to use the App, the App vendor may make revenue from their customers by some creative business models but not limited to what we had mentioned above. In App market, the most popular way to catch consumers’ eye is “free download.” The download numbers of free Apps are ten times greater than paid Apps in 2012. Although free downloads attract many trial users, App vendors should focus on that how to make their customers re-open the App or continue using the App. Therefore, this theory would like to study on that how App vendors gain value via innovations in the free App competition. Base on case study research, we would like to study the following topics. 1. What kinds of innovations are created by vendors in the competition of App market? 2. What kinds of user experiences are created by the innovation? 3. How do vendors continue to gain value by the great user experiences? According to the analysis result, we have found that App venders have two kinds of innovations. One is technical innovation and the other one is service innovation. There are three kinds of methods for service innovation. 1) To transform or to stretch technical innovation to other services. 2) To connect with larger partner networks or ecosystems. Even to create own ecosystem to re-design service value chain. 3) Free business model – it is possible to have an innovation on business model by gifting customers the worthiest resources to gain customer base. Furthermore, customers can gain good user experience via innovations in the following ways. 1) Vendors should try to create new needs. 2) The App can reduce customers’ cost. 3) The App can be the entrance to connect other platform. Therefore, the methods to enhance user experience are as shown below. 1) To connect with customers by free services or free products. 2) To update contents or services continuously to raise customers’ willing-to-use. 3) To give customers customized services. If customers don’t use the service, it will not influence their user experiences. 4) “Non-advertising” can create wonderful user experiences. As a result, App vendors can earn customers’ loyalty according to given above. To sum up, App vendors win competition and change business model by technical innovation and service innovation that creates great user experiences and worthful value as well. If vendors can keep innovating to enhance user experience and can stretch service value chain to change business model, it is possible to capture value in the customers’ experiencing process. Lastly, we have studied current situation of Taiwanese App vendors and had found that Taiwanese vendors have no innovation on business model but have some experience on product innovation. There are two kinds of product innovation. One is continuous innovation and the other one is incremental innovation. Although Taiwanese vendors are still new comers in App market, they are finding out customers’ needs and wants. They are expected to have more innovations so that they can be seen in a global market. In conclusion, the App is the knocking brick of great mobile experience since most people have smart mobile devices with Apps. Further, designing an App is not a tough barrier. All vendors are thinking about how to enhance user experience and get revenue as well. Free download brings more customers and great user experiences make customers’ loyalty. If more and more customers join to a point of economies of scale, vendors will have chance to innovate and to make value sustainably. Smart mobile devices change users’ behavior and create the market of mobile Apps. Mobile apps make vendors and customers closer so that vendors eager innovations to catch customers. App market is expected to become mature in the near future.

隨著智慧型手機普及，大量行動應用程式(Apps)近年如雨後春筍般的出現，然而在大量且功能間相似的App中，如何脫穎而出實為值得探討之議題。 本研究依據先進者優勢作為理論基礎，並延伸探討產品特性及行銷策略對先進者優勢維持之影響，透過檔案分析法針對目前市面上數個成功的App進行個案研究，並同時對功能相仿的App進行交叉個案分析，期望歸納出能領導各種類App成功的方法。 本研究蒐集自期刊論文、相關書籍、報章雜誌及網路文獻之資料，經個案分析之研究結果如下： 1. 市場的先佔及高轉換成本為App先進者主要優勢來源；而較低的成本、市場不穩定性及先進者可能失誤，則為App後進者主要優勢。 2. 較佳的產品功能與產品創新能力，或較能提供更多附加價值之App，對App先進者優勢的維持有正向之影響。 3. 不同種類的App在先進者優勢之維持上略有差異，簡要歸納如下 (1) 遊戲類：受先進者優勢、產品優勢及行銷策略影響甚鉅，快速先占市場，並擁有良好產品功能及完整行銷策略較易帶來成功。 (2) 工具類：透過較佳的產品功能、產品品質與產品創新來維持先進者優勢，才能保持長期競爭力。 (3) 娛樂類：先進者優勢與產品優勢同等重要，快速先占市場將有助於發展與競爭力維持。 (4) 社交類：深受網路外部性之影響，故快速先佔市場並持續滿足使用者需求，才能避免被後進者淘汰。 / As more people use smart phones, the number of mobile applications (Apps) is increasing rapidly. However, with so many similar Apps, how Apps can stand out from competing products is an important issue. This study adopts theories related to First-Mover Advantages, Product Advantages and Marketing strategies to develop a general framework for analyzing factors that affect the success of first movers. We chose several well-known apps and used document analysis to analyze the secondary data collected from the Internet, newspapers, magazines, books, etc. Our major findings are as following: 1. Market preemption and high user switching costs are the main source of advantages for first-movers. Lower development costs, risks and the chance to avoid failure are the main source of advantages for the follower to succeed. 2. Better product functions and innovative features have positive effects on keeping First-Mover Advantages. Meeting customer needs and providing more added values also help maintain the advantage. 3. Different factors exist for different types of apps. Product advantages and marketing strategies are keys for Games Apps; app functionality, product quality and innovative features are important for productivity tools; first-mover and product advantages are important for entertainment apps; while network externality is the most critical one for social networking apps.

近年來，消費者對於高科技產品，往往會聽從他人意見，選擇主流的品牌與機型，尤其是具有相同背景與生活方式的消費者，所選擇的高科技產品通常非常相近。其次，更可以發現，高科技產品之使用年限不斷地縮短，推出新規格產品的速度越來越快，導致消費者越來越憂慮高科技產品之過時。 本研究智慧型手機為例，經由回顧文獻與理論，再以實證資料探討造成高科技產品具有從眾傾向之成因、分析消費者的特性(主觀產品知識、從眾傾向、獨特性需求)對於產品過時之不同憂慮(憂慮技術性過時、憂慮經濟性過時、憂慮心理性過時)的關係，以及了解新一代高科技產品的採用意願之影響因子。 本研究利用問卷發放的方式蒐集資料，得到之結論如下： 1. 消費者購買智慧型手機時較有從眾傾向 2. 使用者網路外部性增強消費者購買智慧型手機之從眾傾向，而主觀產品知識降低消費者購買智慧型手機之從眾傾向 3. 消費者主觀產品知識越高，對於智慧型手機過時之擔憂越低 4. 獨特性需求較高之消費者，較憂慮技術性與心理性過時；從眾傾向較高之消費者則較憂慮經濟性過時 5. 消費者憂慮經濟性過時與主觀產品知識越高，採用創新智慧型手機之意願越高；消費者憂慮技術性過時越高，採用創新智慧型手機之意願越低 最後，本研究根據分析結果，提出整體行銷建議供相關業者參考。

智慧型手機市場近年來成長迅速，台灣智慧型手機的銷售在2011年的第四季已經超越了功能型手機，成為市場主力。而這波成長帶動了另外一個令人興奮的市場，就是行動應用軟體市集。因為智慧型手機提供良好的軟體開發平台以及軟體拆帳模式，讓一些小型軟體公司以及一些個人軟體開發者願意在上面開發軟體，並且有機會從中獲取利益。 因此，本研究想要了解行動應用軟體是用什麼方式獲利？找出可能的獲利模式，分析影響獲利模式的因素有那些？並且探討各類型應用軟體最常使用的獲利模式為何？ 本研究主要分析手機作業系統平台上官方的軟體市集，收集各類型軟體的前十名，分析其獲利模式。並且歸納出影響獲利模式的因素。根據本研究所得到的結論，行動應用軟體的獲利模式可以分為單次付費下載、軟體內購買、廣告、付費訂閱、平台整合、適地性服務以及行銷等七種模式。而影響這些獲利模式的因素可以分為平台、軟體類型、競爭者的獲利模式、地區以及技術。 最後，期望透過本研究，讓欲進入行動應用軟體的個人開發者或者軟體公司能夠找到合適的獲利方式。

當今智慧型手機成長快速，市場潛力大，影響消費者的智慧型手機購買決策因素成為近年來值得研究的議題。但過去有關智慧型手機購買決策的研究中，大多著重在手機的作業系統或是功能層面，並未將行動應用程式(APP)及人際面的影響因素納入考量。因此，本研究以網路外部性、科技接受模型及理性行為理論為基礎，分別從智慧型手機及行動應用程式的屬性面和人際面來探討，目的為找出影響台灣地區現有智慧型手機使用者對智慧型手機再購意圖的因素，並進一步探索這些因素如何影響使用者的態度及再購意圖。本研究結果發現： 1.智慧型手機屬性面：當使用者認為智慧型手機是越有用的、越具娛樂性的，則使用者對智慧型手機的採用態度越正向；當使用者認為智慧型手機是越容易使用的，並不會直接影響其對智慧型手機的態度。 2.智慧型手機人際面：當使用者認為有越多人使用智慧型手機，則使用者對智慧型手機的購買意圖越正向；而無論使用者認為其家人、伴侶、好友、同學或同事支不支持其使用智慧型手機，都不會影響其對智慧型手機的購買意圖。 3.行動應用程式屬性面：當使用者認為在短時間內行動應用程式的數量成長的越快速，則其對智慧型手機的態度會越正面；而無論使用者認為APP數量、種類的多少、價格是否可被接受以及APP的設計品質完不完善等，都不會直接影響使用者對智慧型手機的態度。 4.行動應用程式人際面：當使用者認為其家人、伴侶、好友、同學或同事越支持其使用行動應用程式時，使用者對智慧型手機的態度會越正向。

科技的演進可能改變了人們的生活行為。隨著智慧型手機的快速成長，數位敘事將會以一種嶄新的方式產出行動內容。我們透過互動設計的元素以及「行動敘事」的特性為依據，設計了一個無所不在的「行動協作數位敘事平台」，以促進這個改變能實現。利用這個平台，使用者根據他/她的所在地，不僅可以下載閱聽附近的行動內容，並且可以增修或記錄周遭的事物後上傳。我們並加進「協作」的功能到此平台，以提昇內容的多元與豐富，使得閱聽者，更能夠沉浸在敘述的內容當中。除此之外，本平台也增進網路技術，使其可以在離線時仍然可以持續記錄與協作內容，不受時空限制。 我們建置了這個平台以APP的型式在Android系統上呈現，並作田野實驗，以研究此新的行動協作敘事型態。我們針對平台進行兩個部分的評估與分析，其一為使用者介面的評估，我們以放聲思考法進行，並隨後對介面做出修正；其二為平台系統使用評估，此部分以訪談法進行，並同時與系統Log作比對驗證。平台實驗發現的設計元素以及使用行為，希望可以在未來對此領域欲進一步研究者，提供很好的建議。 / Technologies could change users’ behaviors. As the recent growth of mobile smartphones, digital narrative would have a new way to create mobile content. Through interactive design components and features of “mobile narrative”, we design a "Mobile Collaboration Digital Narrative Platform" to facilitate this change. A user can retrieve nearby mobile content, and also have the ability to add, edit or record what is happening at his/her present location. By adding the feature of “collaborative content creation” to the platform, the content can be made more diverse and rich and the reader can better immerse him or herself in it. Moreover, by the enhanced network technology, the platform can also work in offline mode to make it function ubiquitously. In order to study the new type of mobile collaborative narration, we develop the system (an Android App) and do field trial. We evaluate and analyze the system for two parts: one for the assessment of the user interface, and the other for system usage evaluation. We use the think aloud method for the former to amend interface design. For the latter, we interview with users, which are also compared with the system log for justification. The design components and the results for usage behaviors that we found from the new platform will provide a good recommendation for future further study in the field.