2011年，Eric Ries於美國提出了「精實創業」理論，以科學、系統性的方法論，希望能夠提高新創事業的創業成功率。另外，由於各種類型平台的成功，近年來越來越多新創事業希望能夠建立連接多方的平台商業模式。本研究以精實創業理論為架構，探討精實創業對於新創事業平台化歷程的影響。目前國內仍少有文獻資料以此理論為架構做研究，筆者希望本研究有拋磚引玉之效果，對未來台灣學術界、創業界有正向幫助。 本研究利用次級資料以及深度訪談做資料的蒐集以及個案的分析與瞭解，並以精實創業理論「假設測試與評估軸轉或堅持」架構分析個案公司iCHEF的創業歷程，最後以商業模式圖呈現個案公司創業初期至未來商業模式的改變，整理得出最後的研究結論與發現。 本研究發現，個案公司精實創業的做法有助於達成其平台化的目標，並造成了正向的改變；但是在使用的本質上，與精實創業的精神有所差異。精實創業旨在透過不斷的測試去摸索並改變自身的商業模式，然而，iCHEF則是在心中已有未來策略方向，透過精實創業的做法去執行並達成最終的策略目標。筆者建議，未來後續研究者可以去探討發生此現象背後的原因，或是以其他平台個案與此個案的平台化歷程做比較式研究。

企業面臨市場的變化必須求新求變才得以生存，而過往只是在產品上些許的改變已經不夠，必須依靠破壞性創新，才能注入新的成長動能。相較於利用併購來達成目的，內部創業提供企業一個風險較低，掌握度較高的擴展方式。而對於想要創業的年輕人來說，內部創業補足他們在資源上的需求，增加他們創業的成功率。 內部創業相較於外部創業在資源上雖有優勢，但卻有時間、決心、自主性等問題。而不管是何種創業，創業本身就是一個不好預測的活動，在過程中會有不同的問題和狀況產生，造成創業無法成功。現今探討創業管理的書籍越來越多，但卻無法有學理來做支撐，和有步驟來做遵循。本研究從工學上找答案，試圖將處理不確定因素的適應性控制架構套用到創業管理上，讓整個創業能夠有系統的做管理，尤其是對具有時間壓力的內部創業。 內部創業適應性控制架構採精實創業的精神，但教導內部創業團隊何時做軸轉，如何做軸轉，讓創業在商品化過程所可能遇到的問題，在產品設計階段就考慮進去，以減少軸轉對創業的衝擊，提高創業成功的機會。雖此研究的適應性控制架構是針對內部創業來設計的，但方法也適用於其他創業上，甚至是在企業經營上。此理論後續的發展性很大，希望在此研究之後，能帶給更多人在商學管理上不同的想法，進而發展出屬於自己所需的控制架構。

打造一個好的產品是所有早期新創公司的核心，然而如何將產品從構想到販售並取顧客喜愛，則是一個需要理論與實務結合、不斷實驗的過程。在本論文中，作者將過去三年實際帶領產品-Voltset從出生到成長的經驗紀錄下來並與理論相呼應，探討一個新產品如何透過不斷循環的迭代過程 (iteration process)增加其新產品完整度 (product readiness) 。這三年當中，作者歸納了 Voltset從初期抽象構想的形成，獲得第一位付費的客戶，到後期在全球最大的群眾募資平台上進行全球市場驗證的過程。本論文主要會針對兩大部分做深度討論: 第一部分著重於探討如何在各種實際市場驗證測試中增加產品就緒度，並點出在目前現有理論框架，如: 精實創業 (the Lean startup) 下可能與實際執行面不同之處。根據本產品的經驗，新產品第一次的迭代過程循環應該經由以下幾個步驟：產品目標市場願景、產品本身定義、最小可行性產品構築、意見領袖背書、市場驗證、市場測試與學習。第二部分則是討論當在定義一個新產品的功能與特徵時，如何正確地選擇性聽取以及以什麼方式來聽取目標客戶的需求。根據打造 Voltset產品的經驗，作者發現當潛在客戶聲音太廣泛時，應只聽取”已付費”客戶的意見，因為該族群的產生是藉由深入了解產品價值，並經歷認同與付費過程而形成，因此會在產品的功能與特徵上的需求較聚焦。 本論文藉由親身實務經驗與理論的對話提供深度的產品迭代過程探討，作者期許這樣的研究能對於縮小理論與實務的鴻溝做出貢獻。 / Product building is a core activity for any early-stage startup. However, there are still many gaps between literature to real world practice for successfully developing a product that is accepted by the market. In this thesis, the building experience of Voltset -- a one of the kind hardware and software integrated multimeter, is studied for its journey of product iteration process to increase product readiness. The cofounder of the startup as well as the author of this thesis, has reflected his firsthand experience with literature such as the Commercializing New Technologies and the Lean Startup to seek steps necessary to move the project from shaping an abstract concept, acquiring the first paying customer, and then campaigning a successful crowd funding project. The thesis focuses on answering two questions: First, what are the steps required to enhance product readiness through validation testing from the first business idea to receiving its first group of paying customers. Based on the experience of Voltset and the Lean startup framework, it suggests the first product iteration process should loop through the following stages: Product market vision, product definition, minimum viable product building, key opinion leader endorsement, validation sell, measure, and learn. Second, when a product specification needs to be pinpointed, who and how to listen to the voice of targeted customers (VOC) is the state-of-art question for early-stage startups. Within the scope of this experience, it indicates to focus only on paying customers since they understand the potential value of the new product and have similar needs compare to the wide range of feature request from the rest of potential buyers. This thesis provides the insights of product iteration from first-hand experience, enriching the knowledge gap between real product building and theoretic framework point of view.

本研究依循Web 2.0內容平台的研究成果，探討在科技快速變遷之下，網路新創事業如何尋找創意靈感的源頭活水？如何以精實創業模式，節省時間與資源的浪費，透過社群經營找到商業模式創新的可能性，在競爭激烈的網路產業紅海中，快速搶占市場先機脫穎而出？ 首先，本研究針對過去許多學者在網路企業、虛擬社群、商業模式及精實創業等各理論的發展進行探討說明，接著以Eric Ries（2011）的精實創業理論與Steve Blank（2013）的精實創業三原則為研究主軸，融合Wheelwright and Clark（1994）的Design-build-test Cycle之Design Phase、Hagel Ш and Arthur G. Armstrong（1997）建立臨界數量會員的三大挑戰、Gary Hamel（2000）的事業經營模式，成為本研究分析架構的基礎。本研究採取探索性個案研究法，選取iCook愛料理及iPeen愛評網兩個企業個案，進行半結構式訪談，深入了解網路新創事業的起源、理念、發展與作法。 透過分析比較企業個案與文獻理論探討，本研究之發現如下： 一、新創事業的創意靈感來源，來自於對使用者的深入觀察及國外成功案例的啟發。創新商業模式的作法須以「企業價值主張」及「目標客群鎖定」為中心，透過「減法」方式建構最小可行方案，並融合國外創新成功因子及台灣在地文化，提升創新事業的新穎性及適地性。 二、建構虛擬社群的方式，須回歸於「產品功能介面」與「顧客使用經驗」的不斷優化，輔以知名品牌或關鍵人物的口碑宣傳，加速擴散行銷，並善用內容資產及消費者心理分析，加強產品的功能服務及客製化使用程度，以提升顧客對企業品牌的忠誠度。 三、以敏捷開發法創新商業模式，須由草根模式發展核心策略，適時參考顧客的回饋意見，不斷輸入外部知識以避免團隊核心僵化，進而加速產品開發週期循環，並藉由價值網絡的策略聯盟，累積企業的知名度與顧客流量，最後能以自身品牌資產主動創造合作網絡的價值。 最後依據結論提出網路新創事業在經營管理方面的建議，如下所述： 一、深度經營垂直性社群，輔以口碑行銷擴散社群廣度。 二、跨領域整合硬體、軟體、內容、服務各方優勢，創新商業模式的應用。 三、精實創業的過程，講求階段性開發的速度而非精準度，因此團隊成員的專業核心能力為成功的關鍵要素所在，配合顧客回饋意見及創新審核法的檢視，以薄創新的開發方式搶占市場先機。 / Based on the study results of Web2.0, this research attempted to explore how internet new businesses seek for inspiration in the era of rapid advancement of technologies? How can they discover the possibilities of inventing a new business model by taking community as the business center and seize the market in such a competitive network industries by employing the lean startup model to make good use of time and avoid wasting resources? First of all, this research aims at discussing the development of theories of internet enterprises, virtual communities, business models and the lean startup models put forward by scholars. Next, the basic structure of this research is formed by centering on The Lean Startup Model Theory (Eric Ries, 2011) and Three Principles of The Learn Startup Model (Steve Blank, 2013), and further integrates Design-build-test Cycle(Wheelwright and Clark, 1994), Three Challenges of Developing Critical Mass(Hagel Ш and Arthur G. Armstrong, 199) and Business Model Theory(Gary Hamel, 2000). This research adopted an exploratory case study method, where data was collected through semi-structured interviews with two enterprises—iCook and iPeen, to analyze and understand the origin, concepts, development and measures of innovative business network. After this study compared the analysis of the case study of the enterprises and reviewed literatures, the findings of this research are as follows. First, the inspiration of innovative businesses stem from closely studying targeted users and successful cases from overseas. Innovative business models should be “value-proposition-oriented” and “targeting-customer-oriented”, employ “subtraction” to develop a feasible plan and fuse successful elements of abroad cases and Taiwan culture into innovative business models to enhance the novelty and localization of innovative businesses. Second, the methods of establishing virtual communities should put emphasis on ceaselessly optimizing “product function interface” and “customer’s using experience”, cooperate with well-known brands or key men to promote products and marketing, make good use of content assets and customer psychology analyses, and intensify product function services and customization utilities to increase customer loyalty in business brands. Third, agile-development-based innovation business models should center A Grass Roots Model of Strategy Formation to develop core strategies, take customers’ feedback into consideration, and constantly instill external knowledge to avoid core rigidities to further accelerate product development cycle; through value network of strategic alliance, the enterprises accumulate corporate recognition and customer flow. Eventually ebterprises can establish their own brands to actively create the value of cooperative network. Finally, based on the conclusions, this research proposed three suggestions of management for the internet new business as below. First, deeply engage with vertical community and cooperate with word of mouth marketing to extent the span of community. Second, to integrate hardware, software, content and service interdisciplinarily in order to innovate the application of business model. Third, the process of The Lean Startup emphasized on the speed of phased development rather than accuracy. Therefore, the key success element is the professional skills of the entrepreneurial team members, with customer’s feedback and innovation accounting method of viewing the business in order to accelerate the development of innovation to seize market opportunities.