一. 研究背景與動機 有鑑於台灣婚紗攝影行業隨著時代的演進從單純的服務行業,現今在全球已成為技術和服務的軟實力,及品質都高評價的產業,尤其是近年來觀光遊客到台灣婚紗店拍攝和旅遊拍照的人次大量增加,研究的動機是眼見台灣的服務業可以延伸異業結盟能力至觀光產業,因此就歷史的演進和現在的異業結盟行銷模式來分析了解. 二. 文獻探討與理論 針對婚紗業、異業結盟與價值鏈等方面進行相關文獻的探討, 三. 研究方法 （一） 對於此研究工具的使用，首先訂定文獻探討的架構，以利探討的聚焦。其次，按此文獻探討架構進行文獻的收集與閱讀，以利重點的挖掘。再者，針對上述文獻探討後的重點，進行有序的分類與歸納，以利文獻的呈現。 （二） 為利於個案A公司的分析，如下首先對個案A公司所屬的婚紗業進行產業狀況說明，其次對個案A公司運作現況進行分析，最後對個案A公司異業結盟發展進行探討，以利後續結論與建議的提出。 四.個案公司分析與異業結盟探討 　 A公司乃屬於婚紗業，為利於對A公司異業結盟運作的掌握，如下分別從產業營運特性、產業發展趨勢與產業異業結盟運作三方面進行說明。 四. 結論與建議 (一) 結論: 一個企業要永續經營必須不斷地從新組合納入新的事業體系,只是一昧的固守在同一個經營範疇是很難繼續生存下去的.而創新的異業結盟發開發新的市場對於企業當然是一個挑戰但必須要勇於面對時代的變遷和進行異業結盟的調整。 (二) 建議:針對個案公司所處產業與異業結盟策略相關要素之分析，嘗試提出總結與建議，以供相關企業參考。 一.對A公司提出建議，期能提供A公司異業結盟的建立。 二.以研究的角度，對未來從事的相關研究，提出建議之處。

蘋果電腦從2010年3月發行iPad平板電腦不過才一年的時間就出貨了1500萬台，隨即又以更犀利的價格與更新穎規格宣布iPad2之發行，全年度出貨量上看3500萬台。這波快速成長的新市場對於以製造見長的ODM廠商而言，究竟是新的商品機會來提高自身獲利率或是下一個低毛利風險讓自身更受制於品牌廠商尚未有定論。不過從iPad系列銷售的業績與定價策略，過去熟稔的品牌PC廠商似乎很難在此競爭態勢下找到切入定位點，然而從價值鏈的分析中，又可以看到幾個不同於過去電腦銷售方式的新利基點。從下表可知若將蘋果iPad置於價值鏈中心，向上有因而受惠的電子媒體與硬體開發商，向下有開發軟體與電信營運商，左右也有可以整合應用的家電電器商，可以說是受惠良多的組合。 歸納因為iPad銷售而受惠的上下游廠商： 1. 軟體開發商 2. 硬體周邊開發商 3. 電信營運商 4. 電子媒體書籍出版社 5. 家庭電器電視品牌製造商 如何從ODM製造與研發專長，來協助有差異價值的客戶，又能有效建立區隔競爭廠商的進入障礙，是本篇論文研討的目標。藉由麥可波特的價值鏈傳遞定位可以合作的對象，再藉由五力分析尋找有差異性服務的機會，最後使用策略選擇具有差異化策略的機會，希望台灣的產業可以改變全球競爭版圖的規則，提高自身價值的附加能力，維持競爭優勢。 / Apple Computer swamped the market with its iPad tablet PC at a 15,000,000 units shipment for the first year launched on March, 2010. Without leaving much chance and room for its competitors, Apple announced a newer version – iPad2 in March, 2011 with a more aggressive price and latest specification. The iPad2 is estimated to hit an annual shipment of 35,000,000 units worldwide. Is such a fast moving trend implying an opportunity for the ODM to improve its profit margin on new business growth or another vicious cycle of lower profit margin due to severe competition among the branded customers ? From the market price and innovative technology adopted by Apple, renowned PC brand makers may find it hard to compete in the retailing market but from the analysis of value chain it is observed several new opportunities different from the traditional PC category. By comparative analogy to Apple’s value chain several potential links available for the ODM’s collaboration can be identified as follows - 1. S/W developer 2. H/W peripheral developer 3. Tel-com operator 4. Publication firm with digital contents 5. Home appliance brand manufacturer The aim of this thesis is to study from Apple’s success story and uprising mobility paradigm, to eliminate inferior strategic approach and traditional EMS / OEM operation, by replacing with a better margin, highly differentiative value propositon with unique customer links. By the strong R&D and manufacturing skills possessed by the ODM to align with new customer group and at the meantime, building up a barrier to defend competitor from getting in the ring. Expecting Taiwan’s industry can learn from proper strategy maneuver to change the competition map by improving add-on value on its core strength, to maintain its competiveness. Thus the thesis can serve its function not only for academic study, but also for a real business practice.

台灣整合行銷產業受限於市場規模小及與市場景氣連動性高的因素下，面臨利潤被壓縮的挑戰，提出創新服務勢必為未來發展的趨勢。另一方面，雖然政府大力投入資源於文化創意產業，民國一百年甚至被馬總統宣告為台灣設計年，但多數的創意品牌設計卻無法面臨市場機制的挑戰。本研究試圖探討能否導入整合行銷傳播模式於文化創意產業鏈，發揮以市場為導向的價值建置跨業資源整合平台，改變過往的產業開發商品模式。 　　本研究架構以「新視紀整合行銷集團」及其建置的「有藝氏創意商品整合平台」為例，綜合交易成本理論分析和透過與「有藝氏創意商品整合平台」實際運作成效，分析整合行銷傳播模式應用在文化創意產業的可行性與綜效。 　　研究結論發現，導入整合行銷傳播模式的「有藝氏創意商品整合平台」有效降低整體現在文化創意產業鏈開發商品過程中發生的交易成本，除提高創意商品化的可能性之外，亦加快商品從研發到上市的速度，而消費者則是整體產業鏈交易成本降低的最大受益者。 / The integrated marketing industry in Taiwan faces a low gross-profit challenge because the limited market share and its growth is highly relevant to the worldwide economy. Providing a creative service becomes a trend for the industry to respond those tough situations. Although the Taiwan government has been putting a lot of resources into the cultural and creative industry and President Ma Ying-Jeou announced that the year of Taiwan centenary (2011) is “Taiwan Design Year,” most of Taiwanese design companies could not cross through a marketing chasm successfully. Most creative products could not been accepted by mass consumers. Thus, this research seeks to explore the application of integrated marketing communications in cross-disciplinary and then analysis the feasibility of changing creative product developing processes with the integrated marketing communications model. This research uses the transaction cost theory and takes New Vision Integrated Marketing Communications Group and its subsidiary company, Unique Art Integrated Platform of Creative Products, as case study to evaluate the efficiency in creative product developing processes. This research concludes that “Unique Art Integrated Platform of Creative Products” which applied the integrated marketing communications model into the cultural and creative industry in Taiwan, indeed increased the possibility of developing creative products, decreased transaction costs in developing creative products, and shortened the whole developing process, from searching for a design to launching a product. Most importantly, consumers are beneficiaries, spend less money to buy creative products, because of this new business model.