啤酒是當今世界最多人飲用的飲料之一，台灣自2002年解除了禁錮80年的菸酒專賣制度後，民間業者學習國外釀造啤酒的知識，開始生產口味豐富、品質優良的精釀啤酒。經歷了六年的發展後，雖然精釀啤酒產業的成長較為緩慢，但是仍有精釀啤酒業者在營運上持續成長，尤其是北台灣麥酒、Jolly以及金色三麥三家業者，依循著各自獨特的經營理念與策略，在國內精釀啤酒業中表現十分優異。 因此本研究以北台灣麥酒、Jolly以及金色三麥三家業者為研究個案，希望藉由個案研究的方式，以Hamel提出的企業經營架構，檢視業者之經營模式，並且探討個案中核心策略，策略性資源、顧客介面三個要素對顧客利益、活動構造之影響關係，以及對於利潤推進器中報酬遞增以及策略彈性兩項變數的影響。本研究的問題如下：  探討精釀啤酒業者之核心策略，策略性資源、顧客介面三個要素對顧客利益、活動構造之影響。  找出核心策略、策略性資源與顧客介面三者對於利潤推進器中報酬遞增以及策略彈性兩項變數的影響。 個案研究顯示，在精釀啤酒產業的事業經營模式中，當核心策略、策略性資源以及顧客介面三構面均能互相配合強化時，就能建構出獨特的活動構造以及提供更完整的顧客利益，為事業創造持續成長的機會。從報酬遞增以及策略彈性的角度來看，精釀啤酒業者的報酬遞增程度受到核心策略的差異化程度、策略性資源累積之多寡以及網路型式的顧客介面三項因素所影響。精釀啤酒業者的策略彈性大小則受到核心策略的營運規模及顧客介面的消費者資訊回饋程度兩項因素影響。

近年來中國市場的開放與成長，使得求各大企業爭相進入中國市場，也間接帶領中國經濟的飛快成長，中國消費者對於3C產品的需求也在經濟水準不斷的提升之下成長快速。目前在中國各大都市都已經發展出了名為「電子一條街」的傳統3C產品市集，而這些經銷體系過去在中國運作的非常順利，直到中國通路扁平化的趨勢開始，以及各種通路整合者的出現，造成了現在中國的3C產品通路呈現百家爭鳴的現象。本研究將針對目前在中國營運的各種3C通路型態的經營模式進行探討，並加以比較分析，最後提出命題並提供未來欲經營中國3C產品通路的業者建議。 本研究目的在了解各種公司的經營模式，以及公司未來的策略，因此本研究為質化研究。本研究採用個案研究法進行個案探討，並選擇以「北京國美電器」、「南京宏圖三胞」、「上海百腦滙信息有限公司」作為各類通路經營模式的代表企業。個案資料來源有三：一、中國重要報紙雜誌電子資料庫。二、公司管理人員深入訪談。三、實地觀察。 經過個案分析比較之後，本研究提出八個命題：命題一、電腦通路商在選擇目標市場時，「消費者所具有的產品知識水準」是主要的區隔要素。命題二、電腦相關產品通路的專業形象，由「產品線的廣度與深度」、「賣場內消費者的產品知識程度」與「銷售人員的專業知識水準」所構成。命題三、選擇具高度產品知識消費者為主要目標市場的企業應主要以網路媒體為溝通媒體。選擇具中低度產品知識消費者為主要目標市場的企業應主要以電視、報紙等大眾媒體為溝通媒體。命題四、目前中國電腦市場並不適合出現通路品牌電腦。命題五、目前中國IT通路並不適合用加盟方式擴張。命題六、IT通路最重要的商店印象為「賣場專業性」、「安心購物」以及「重視服務」。命題七、未來IT通路將由「分租式大型電腦賣場」、「3C連鎖賣場」為主要的通路類型，「家電3C複合式連鎖賣場」將只能擁有少部分的市場佔有率。命題八、「品牌體驗區」的合作，將成為3C通路商與電腦品牌商競爭關係的緩衝。 本研究亦給予中國3C通路業者三點建議：一、分租式電腦大賣場應該利用具有高度電腦知識的專業玩家維持賣場在專業性商店印象的領先。二、3C連鎖賣場應該主動的提升消費者的專業知識。三、家電3C複合式連鎖賣場應以購併方式，進入電腦銷售市場。

在政府將金融創新列為工作項目之一，台灣在金融創新的議題上也投入相當的研究，但多半是從產品的創新著手，鮮少從經營模式創新來分析金融創新，因此本論文將透過經營模式的創新來探討兩家日本銀行金融機構－瑞穗金融集團及新生銀行－如何在環境的變化中，重新尋求自己在產業中的地位，探討銀行業如何進行經營模式的創新，在競爭激烈的市場中為消費者創造價值，而進一步提升企業的獲利狀況，從日本銀行的經驗中獲得對台灣銀行業的啟示。 透過策略再思考:重新定義自身產業，重新思考企業的定位與方向，在創新的理論中找出創新的來源，透過經營模式的元素－核心策略、策略性資源、顧客界面、價值網絡－將之落實在改革的過程中，透過經營模式的創新變革，讓金融業可以了解如何在市場上與競爭者進行不同的競爭。 在分析完個案後，本論文也提出幾點結論：1. 追求規模的擴大不如追求如何去經營模式的創新：開創各種新的獲利模式，對獲利來源也要進行風險管理；2. 獲利結構的從傳統利差走向複雜管理收入：銀行如何適應新的競爭環境；3. 從分散到聚焦，從通才到專業化：專注於重點區域，妥善配置企業資源。銀行業未來的走向會越來越趨向專業化的方向，銀行組織設計會朝向以產品線或顧客為主的設計，而不是傳統的功能式設計；4. 從規模擴大走向深度成長：企業績效評估系統的改變，讓銀行經營的更有效率；5. 從外部綜效走向內部綜效的產生：綜效可以透過內部系統良好運作而產生，不一定要靠併購。 關鍵字：經營模式、策略性思考、經營模式創新 / Financial innovation has been one of government’s priorities, and the academia also puts much research into the topic, but most are from the product innovation perspective instead of business model innovation. In the research, we have analyzed two of Japanese financial companies- The Mizuho Financial Group and Shinsei Bank – and discuss how they redefine their positions in the industry in the changing environment, how they create value for consumers by business model innovations and further improve the profits states of enterprises. Finally, we want to get enlightenment from their experiences for Taiwan financial industry. Through strategic thinking: Redefining your industry, rethinking your positioning and directions of enterprises, finding out the sources of the innovation from theories; through the elements of business model – core strategies, strategic resources, customer interface, information technology- it could be implemented in the reforming process; through the business model innovation, financial enterprises are capable to understand how to compete in the market base on differentiation. After analyzing the cases, the thesis proposes some conclusions: 1. In order to create more new profits-making sources, pursuing new business model is more important than pursuing a larger scale simply. Also, risk management is needed in the topic of profit-making sources. 2. The profit-making structure of banking changes from traditional rate margin to complicated management expertise: how the banking adapts to the new competitive environment; 3.From dispersal to focus and from general to specialization: Future of banking will tend to focus on the key area, and allocate the enterprise resources properly. And the financial industry will be more specialized; the design of organization structure of banks will mainly rely on product lines or the customer, instead of traditional function. 4. from expanding the scale to deep growth: The change of assessing the enterprise's performance will bring banks better operational efficiencies.5. From external synergies to internal synergies: synergies can be generated through the internal well-operated system, not only depend on merging; Key words: Business Model、Strategic thinking、Business Model Innovations

在現今之行動通訊產業中，面對技術融合、顧客需求多樣化、快速創新的衝即，整個產業結構已發生了根本上的影響。傳統行動通訊產業中的線性價值鏈已不復見，而是重新聚合成全新的價值網，而這個新的價值網跨越了原本各自獨立的產業界線，並經由不同的連結方式，形成新的產業形態，展現出新的面貌。其中，更可以明顯發現，透過許多不同領域能力之結合，可以造就出許多新事業、新市場的誕生。據此，企業為了追求快速創新，便不可能僅憑一己之力，於內部發展出各式各樣之能力。反之，企業必須由外部擷取他人之力，再與內部核心能力結合，與外部關係人建立共生關係，最終達成多贏之局面。據此，Chesbrough (2003) 認為，企業過去「封閉式創新」的作法已不合時宜，未來必須走向「開放式創新」。 本研究在文獻探討的部分，將焦點放在三大議題：開放式創新、經營模式與平台型經營模式。同時，選擇全球行動通訊產業的領導廠商 – NTT DoCoMo為個案公司，從1999年至2007年之公司資料中，歸納出個案公司的三大議題：發展歷程、經營模式與合作關係。 最後，本研究歸納出以下結論：第一：平台型經營模式有利於企業有效且及時地連結外部環境之資源，以實踐開放式創新；第二：企業在追求快速創新之目標時，其所採用之創新模式可依據下述兩種要素來區分：合作關係之廣度與資源投入之程度。而面對不同核心程度之能力時，須採用不同之模式；第三：平台型經營模式由眾多構面組成，而面對不同的構面，企業須採用不同的模式來發展；第四：成功的平台型經營模式必須具備吸引力與主導力。 / Today, the mobile communication industry is faced with the impact of technology fusion, diversified customers’ demand and fast innovation; this industry already changed fundamentally. The linear value chain of traditional mobile communication industry is no more, instead, there is a whole new value net, which is connected in different way to become a new industry. From the result, through the combination of capabilities from different areas, it can lead to many new businesses and markets. According to the above, for the purpose of fast innovation, companies are impossible to develop various capabilities all by themselves inside; instead, companies have to introduce other capabilities from outside and combine with their core capabilities. Through the establishment of ecosystem, it will lead to the all-win situation. According to the above, Chesbrough argues that the traditional close innovation is no more, it is the age of open innovation. In this research, the literature review focuses on three issues: open innovation, business model and platform business model. Meanwhile, this research chooses the global leading company in mobile communication industry – NTT DoCoMo as the case company and the case study focuses on three issues: history, business model and collaborative relationships. This research reaches three conclusions. First, platform business model can help companies connect with the environment effectively and timely. Second, open innovation includes two different concepts: open and closed at the same time and these different concepts should be applied to different capabilities. Third, business model is composed of many aspects, and different aspects should be developed by different concepts. Forth, open business model’s paradigm is platform business model and two of platform business model’s fundamental forces are attraction and predomination.

長久以來，校園教學軟體一直是軟體廠商所關注的市場。對學校而言，每年經費相當有限，無法購足所有欲使用的軟體，故學校往往必須付出不小的成本，才能取得所需的軟體；另一方面，對軟體供應商而言，該如何與學校訂定適宜的授權費用，亦是重要課題之一。 因此，本論文欲建立一種雙贏的商業模式，用以解決軟體供應商與學校市場間，無法對稱的供需關係，以推導出一個新的校園教學軟體供應模式。一方面，使學校內的使用者能以較低的成本取得教學上需使用的各式軟體；另一方面，軟體供應商亦能收取合理的授權費用，並保障其軟體被合法地使用。故本論文將尋找出一個以往所沒有的經營模式，以建立一個嶄新的商業模式。 / The software vendors pay close attention to campus software all the time. In one side, to the education institutions, they don’t have enough budgets to purchase all the software they want to make good use of. In the other side, the software vendors, it’s an important subject about how to negotiate with the education institutions and gather the proper expenses of authorization. Therefore, the objective of the thesis is to implement a new business model in order to improve the asymmetric relation of supply and demand between the education institutions and the software vendors. There are some advantages in the new business model of this thesis. In one side, the education institutions can take use of all the software they want to make good use of. In the other side, the software vendors can gather the proper expenses of authorization and don’t worry about the unfair use of their software. So the thesis will implement an unprecedented and new business model.

After the law makers in Taiwan passed the bills of “Act of Financial Holding Company” in 2000, the banking industry has been facing tremendous challenges, threats and opportunities caused by internal and external micro economical changes. By applying Michael Porter’s “Five Forces Analysis”, every participant including commercial banks, investment banks, and securities, insurance companies and financial institutions, and stakeholders including regulators, foreign financial institutions, scholars as well as system service providers, has realized that this industry has been changed; the state of the situation will only evolve faster and reinforced tighter in the future. The internal market changes are influenced by the rapid mergers and acquisitions. 14 Financial Holding Companies (FHC) have established since early 2001 in Taiwan. The evidence of saturation can be seen from the number of existing FHCs, when it is compared with the market size in both Japan and the United States and their number of FHCs, the density is too high to create the scale of economy. FHC does understand that the essential target is to compete in global financial business. If every FHC’s mission and definition to the “globe competence” is to be the leading financial services company in world only for Chinese society, unfortunately, China, the most risky but last potential emerging market, denied it due to political issues, it is not possible to build a globe competence capabilities like Taiwan’s IT manufacturing does. The base market is too small to sustain these 14 competitors, there is no significant segmentation in market, product and services difference, consequently, only competes in price. The external threats are from top Fortune 100 companies, which include numerous of the largest financial companies in the world; such as Citigroup, HSBC, ABN AMRO Bank, Credit Suisse First Bank (CSFB). These influential banks can take WTO and financial market deregulations into their advantages in order to penetrate into any countries they are interested including Taiwan. If under no regulatory issues and obstacles, these companies may buy out targeted local banks easily. Subsequently, they can deploy their new products more quickly through the acquired local channels. They can deploy their existing advanced systems in the bases of the bank’s Assets Book which is in compliance with Basel II. To adequately utilize a minimal amount of capital and allocate properly the risk-weighted economical capital, the banking book addresses new applications in core banking system and the trading book requires sophistic STP systems. This will have a tremendous impact over local bankers, who are eager to start on business reforming and reengineering, and can work in alliance with world-class consulting and technology management firms, such as Accenture and McKinsey. However, there is a trend that consulting firms usually deliver almost identical solutions to all of their clients, because in order to provide clients with a quick solution, firms tend to use the existing business models as the solution. Therefore, reengineering organization structure is based on Citibank or other large financial institutions, and their new plans for investment in technology and assets are also being copied by these banks. As for building a new core competence in the future, FHCs have made similar strategies. However, one has to ask that does this new core competence have differentiated their services? The answer is no. In the lower margin of the competitive market, banks and FHCs are struggling to develop a new fee-based business which has to be in alignment of goals, and give incentives with adequate business workflow. However, there will be no fruitful yields to the bank, if the top executives’ decision is to acquire a system which has been used in the world-class banks or recruiting an executive officer who may have the expertise and experience working with foreign banks. The purpose of this paper is trying to analyze an existing solution provider, which will be called “A” company. “A” company has been faced with rapid changes and uncertainties brought by FHCs. A new set of strategies, business objectives and business models have to be developed simultaneously. It is very hard since “A” company’s current core competence has become its core rigidity. “A” company realizes that it needs to prove that it is capable of delivering their tomorrow needs sooner in today. How to develop a new core competence within an existing organization? Although this new core competence aligns with the new organization, new technology, new business flow and new customers, “A” company proceeds to take on the Bills Online Clearing and Settlement Systems (BOSS) to build its next generation business model. According to pervious references and documents, if any initiatives were to project as innovations in the company, it could not be successful unless separating this project from the core business. It seems the uncertain result to be merely expected its return. There are lots of problems in front of the project, a loosely couple project-based matrix organization, unfamiliar technology and an often change specifications and so on, that are all new to “A” company.. “A” company’s challenge is that they knew it is not an incremental, but a radical, business innovation; nevertheless they had no other alternatives. This story describes the mission and vision they have, and how the BOSS project may affect the implementation of their strategies in each phase. Also, to show how the implementation which includes monitoring and check points align with their strategic objectives through the BOSS project. The final section is to apply the Economy Value-added (EVA) to survey this proceeded project and to see what tangible and intangible values this project brought to the company.

近年來，大陸地區經濟成長飛快，成為全世界矚目的焦點，而台商在這廣大的市場中，由台灣進軍大陸的服務業更是改變了大陸民眾的生活習慣，無論是永和豆漿、台式咖啡館、泡沫紅茶店等，都深深地影響了大陸民眾的生活作息，然而，台灣小吃雖聞名於世界，但仍未出現國際級的連鎖餐飲，反觀肯德基、麥當勞等外國速食業者卻能營造出另一種飲食的文化，使其產品能迅速推廣至世界各地。因此，本研究希望能針對台商連鎖餐飲業進軍大陸的經營模式作分析，藉由研究目前已在大陸佔有一席之地的公司，來探討是否在進軍大陸市場時，有更佳的經營模式。 由於過去台灣連鎖加盟餐飲業進軍大陸的研究相當缺乏，因此，本研究為探索性研究，採取個案研究法，訪問「圓緣園」、「葡田」、「歐玲芙斯」、「上海萬研」等四家公司，希望能藉由異質性高的連鎖餐飲業者，找出更多可行的經營模式。 本研究提出下列命題(1)台商餐飲業可利用裝潢、音樂、招牌、員工服飾、餐具等有形物塑造在顧客心中高級之形象。(2)大陸消費者在請客與送禮時，願意支付較高的費用，塑造在他人心中較佳之形象。(3)台商連鎖餐飲店可運用民族主義做為行銷策略之一，但同時也需考慮來源國形象問題。(4)台商連鎖餐飲業非全為一種創新的國際化模式，未曾在台灣有經驗之餐飲業者反而較能掌握商機。(5)「關係」為台商連鎖餐飲業一項必備的競爭優勢。(6)台商餐飲業可利用「創新策略」、「提高品質策略」取得競爭優勢，較難從「低成本策略」取得競爭優勢。(7)台商連鎖餐飲業價值鏈體系有高度內部化的現象，以維持其品質及效率。(8)台商連鎖餐飲業會運用核心能力，發展相關多角化。(9)台商連鎖餐飲業較適合使用「偏向投資參與型」之人力資源策略。 並提出以下建議：大陸地區應視各地區發展有不同之行銷規劃、異業結合為台商連鎖餐飲業發展的重要方向之一、以掌握多數股權的合資方式最能兼顧快速擴點與成本考量。

從數位資料處理技術發展以來，如何將類比式的資料處理、傳輸與儲存，以數位化的方式取代，一直都是政府、出版產業與學者持續關注的焦點。傳統出版產業導入數位化後，連帶改變整個出版產業的價值鏈及其中的價值活動。而從政策與產業的外部環境與數位出版業者的內部環境的不同角度觀察，數位出版價值鏈的組成份子與價值活動是持續不斷地變動，這些變動又會影響其他組成份子與價值活動的改變。本研究以A公司為個案研究對象，先針對國內數位出版主管機關的政策與產業發展等外部環境予以分析探討，並透過深度個案訪談方法，獲取A公司關於數位出版經營的初級資料，再整合外部環境與個案企業的內部環境，歸納出個案企業採取的專精策略，並嘗試提供個案企業差異化的經營策略思考方向。本研究發現，數位出版業者經營策略形成與選擇，與企業對於數位出版價值鏈與價值活動發展的掌握，以及自我核心能耐的累積與培養，息息相關。最後，本研究針對數位出版外部環境、個案企業與後續研究方向提出建議。

在2008年首先由次貸風暴帶動的金融大海濤，造成了世界金融市場紊亂，信用市場緊縮，經濟景氣急凍，追究其原因為在2008年金融海嘯爆發前的世界經濟大環境是由太寬鬆的資金政策所主導，所以造成了過多市場資金亂竄，同時信用過度膨脹之後，而造成了風險的增加; 而且同時期，各金融機構為了搶食市場充裕的資金，無不努力的進行金融創新，而產生了許多複雜的金融商品，包括次貸後面所包裝的各種證券化商品，結構債及連動債等等，這些商品在一連串包裝之後，變或多重環結，使得投資人根本不容易了解並掌握其背後可能的風險，而一般金融機構及其從業人員在財富管理這一領域中為了能增加手續費收入，或礙於本身的金融知識不足，而草率的推銷給不適合的投資人，現在在次貸風暴暴發後，不僅已造成許多銀行本身嚴重的虧損，甚至到破產的程度，而且也造成許多投資人和金融機構的訴訟與紛爭，現在已經有些國內銀行紛紛更改其公司組織架構，使得財富管理四個字，在銀行新組織下都不見了，例如永豐銀及中信銀就是這種情形，他們不再只做300萬以上的財富管理客群，而且不再強調VIP專屬的財富管理服務，而是著重維繫大小客戶的觀係。 財富管理產業在這幾十年來，隨著經濟及股巿的成長而快速成長，而其中所謂的私人銀行理財服務，專門服務針對擁有可投資金融資產超過一百萬美元的富裕人士，這些富裕人士，在2007年達到一仟零一十萬人，較2006年增加8.3%，而富裕人士的財富總值，在2007年達到40.7兆美元，較2006年增加9.4%。如此篷勃成長的產業，2008金融海嘯中，竟也有許多銀行發生了巨大虧損。 財富管理服務以瑞士最為悠久及正統，其中三大瑞士銀行的第一大之瑞銀(UBS)及第二大的瑞士信貸銀行( CREDlT SUISSE) ，都在這波金融風暴中，產生巨大虧損，而第三大的EFG銀行(個案公司) ，卻能持續維持獲利及高成長，所以本研究將以此個案公司的特有之企業經營模式探討其成功的關鍵因素。

近年來，由於國民所得的提高及新通路形態的產生，改變了原有的零售業經營模式，在新的通路中，連銷業的經營模式為最蓬勃的新興通路之一，不同產業的連銷經營紛紛的出現，如便利商店，即為其中最為典型的零售業連銷經營的型態。 本研究主要想瞭解連銷業的經營中，對其物流決策影響之因素，影響的因素包括經營形態、產品特性及企業目標，並藉由價值理論和實務的運作情形，將連銷業的物流分成數個價值活動，藉由交易成本來分析經營形態、產品特性及企業目標對每個價值活動物流決策的影響。 本研究主要討論的產業為便利商店和連銷藥局，便利商店從民國六十年代發展至今，已漸趨於成熟，其物流決策可以作為其他產業的參考，而連銷藥局則為同國八十年初開始發展，現在正處於發展摸索期，本研究希望藉由兩個產業的比較，來分析不同產品特性和產業間物流決策的異同及其影響。經由個案訪問和分析歸納，本研究的主要結論和建議有二： 1. 認為連銷業的物流大致可以分成六個價值活動，由企業的經營目標決定了每個價值活動的服務水準，在這服務水準之下，不同的經營形態和產品特性會形成不同的交易成本，影響物流決策。 2. 對連銷藥局的經營來說，其物流決策主要取決於其企業目標，並可以將不同特性的產品以不同的物流系統來處理，使運作更有效率。