下一代網路（Next Generation Network，NGN）是因應未來語音、數據、影像等Triple Play之資訊服務對頻寬與網路能力要求日益增加下所提出的一種新網路形態概念。同時，NGN以IP 多媒體子系統（IP Multimedia Subsystem，IMS）為其核心可以降低系統供應商的營運佈建成本。NGN強調的固網行動融合（Fixed Mobile Convergence，FMC）與全IP網路（All IP Network）化以及強化服務品質（Quality of Service，QoS）精神，都使資訊服務與系統供應業者需要思考出一套新的經營模式（Business Model），使其能在NGN上獲利。本研究之主要目的為以NGN的架構與特性為出發，剖析此一網路的數位匯流趨勢與其成功經營模式研究。 本研究採個案研究法（Case Study Method），透過次級資料的蒐集以及與本研究有關之文獻探討的方式，找出未來NGN的經營模式形貌，並透過訪談相關業者來佐證本研究所提出經營模式之合理性。 由於資訊服務產業範圍廣泛，故本研究選定VoIP及IPTV為主要研究對象，期盼能找出一套適合在NGN上獲利的模式。另外針對企業用戶，NGN也能協助企業增加競爭力，在商業情報的取得、溝通成本的降低、資訊管理系統等都能有所貢獻。 / Next Generation Network，NGN, is a new form of internet concept of Triple play informational service integrated voice mail, data and video as the requirements of more wider bandwidth and high internet power increase. Meanwhile, The core of IP Multimedia Subsystem，IMS, NGN targets can lower operational cost to system suppliers. NGN emphasizes the spirit to combine Fixed Mobile Convergence，FMC, all IP network and Enhanced Quality of Service. The spirit makes the suppliers of informational service and system to think a new business model to make profits in NGN. The research of this thesis bases on NGN’s structure and features to analyze the trend of digital convergence in internet and succeeded business model. This essay adopts Case Study Research. By collecting sub data and relative document research figures out future image of NGN business model. Besides, it is interviewed with pertaining businesses to testify the reality of business model offered in this thesis. Owning to the scope of informational service business is unlimited, the thesis is chosen VoIP and IPTV as main targets to find out an appropriate and a profitable business model in this informational field. Furthermore, to business user, NGN can support industries to increase competitive ability and gain useful business information, decrease communicative cost and upgrade the performance of MIS

今日許多受限於資源、市場限制的企業，以多邊經營模式突破重圍，展現出亮麗績效。多邊事業早在過去就已存在，然而相關理論與研究為近五年來的事情，台灣企業受限於市場、資源限制，如何藉由多邊思維，從而再創企業高峰，為本研究初始動機。隨著資訊科技發展，過去策略談論企業如何開創市場、滿足顧客，從而成為市場領導者。其多半以一維角度探討，公司如何藉由研究與發展極大化商品價值，進而提供超乎顧客期待。而多邊思維的出現，將傳統一維思考拉升至二維，公司縱使無能力滿足顧客需求，亦能夠尋求多方合作，促成顧客與其他企業交易，從中扮演媒合角色。本論文主要貢獻在於，將主要相關多邊文獻及經營模式架構結合，並以NTT DoCoMo進行實證討論，從而提出多邊企業經營模式建構。 為了導出多邊企業經營模式建構，本研究首先瞭解今日多邊事業與觸媒策略發展，從而與過去學者所提出經營模式架構與要素，得出多邊企業經營模式設計指引流程。而後以NTT DoCoMo其在2000年前後成功打造i-mode多邊平台擴張實例，作為驗證與支撐多邊企業經營模式設計指引方針。易言之，以多邊企業、經營模式與NTT DoCoMo i-mode作法，進行三方交流探討。從中歸納推演出多邊企業經營模式建構。 研究結果發現，第一：多邊平台打破過去價值網路與顧客介面間接關係，其將兩邊直接連結，使得多邊平台能夠與外界環境保持動態平衡。第二：核心策略與策略性資源，將決定平台擴張方向與深度，兩者相輔相成良性循環下，能夠促成多邊事業的擴張與成長。第三：相較於單邊企業，價值網絡和關係動態，為多邊企業營運成功與否重要關鍵。 / Abstract Nowadays, many companies are limited in resources which compels them to make market break throughs via multi-sided business models to improve performance. Multi-sided business models existed in the past, but relevant theories and research have only been around for five years. Taiwanese companies are constrained by lack of resources and market size. Therefore, exploring how to use multi-sided business models to create break throughs is the main motive of this research. With the development of information technology, past strategy issues focused on how to explore new markets, satisfied customers, or become the market leader. Their goal is to maximize the value of goods in a linear value chain. The emergence of a multi-sided perspective adds value to the increased networking of the linear value chain. Hence, companies without the ability to satisfy customers may seek co-operative strategies to reach customers through other business transactions. The main contribution of this paper combines the major relevant multi-sided literature and architecture of business models as well as an empirical discussion of NTT DoCoMo. First, this study will attempt understand the development of multi-sided business and business models from research. Based on such an understanding, this research will delve into the multi-sided business model process as well as design guidelines. Second, this research will use the example of NTT DoCoMo’s i-mode case as validation and support for the business model design guidelines of the multi-sided approach. In other words, for a multi-sided business, business model and the NTT DoCoMo i-mode case explores a three-way approach which deduces the multi-sided business model construction. This research reaches three conclusions. First, multi-sided platforms break the indirect relationship between value networks and customer interface. Further, there is a direct link to both sides which makes the multi-sided platform maintain a dynamic equilibrium with the external environment. Second, core strategy and strategic resources determine the direction of expansion and depth of platform. These two components can contribute to the expansion of multi-sided business growth. Third, in contrast to unilateral business, value network and relationship dynamics are the key of multi-sided business success.

隨著世界經濟的快速變遷，企業全球化已是不可不進行的企業經營走向。對於跨國科技業而言，它們在世界各地皆面臨產品同質化日趨嚴重的競爭，服務作為產品的價值延伸已經成為各企業爭取消費者的重要策略，並成為跨國科技業在當地分公司實行差異化不可或缺的工具。然而服務創新的研究時間不長，且主要集中在服務業或知識密集服務業，在台灣也有針對專業代工進行服務創新之論述，但科技業的服務創新相對而言仍屬附屬。本研究透過創新經營模式與新服務概念、新服務交付系統、新顧客介面及技術選擇的服務創新四構面之架構，並透過企業與專案層級的實例，針對跨國科技業分公司銷售策略與服務創新以質性方法與個案實例進行研究與分析。結論發現跨國科技業分公司基於服務創新的銷售策略，針對當地市場的產業特性，進行最完善的銷售，期許對跨國科技業分公司策略之擬定與服務創新之推動有所裨益，達到「以服務傳遞價值，以價值創造銷售」的主要目的。 / With the rapid change in the world, enterprise globalization is the inevitable trend. As to the transnational technology industry, the companies face to the serious product competition with the same functions. Therefore, the service providing has become the important strategy to expand product value in order to refine the sales. However, the research period in service innovation is relatively short, and also most of researches are focus on service industry and KIBS (Knowledge Intensive Business Services). In Taiwan, there are some papers mentioning the ODM and OEM service research but still belong to subsidiary. In this study, qualitative research and case study method were applied to analysis the sales strategy and service innovation of transnational enterprise by the combination of Innovation Business Model and Four Dimensions of Service Innovation. Besides, in order to collect the needed data, the data triangulation was applied in this study, including the in-depth interview and the collection of secondary data. The results shows that the sales strategy based on service innovation and local environment will precede the better sales. The findings in this study will reach the “Use service to provide value, and use value creates sales” goal.

近年隨著消費水準以及環保概念的提升，使消費者越加注重食品的健康與安全，也是有機產業蓬勃發展的主因。而目前相關業者除了大型企業多角化事業投注外，民間亦有許多微型企業著手經營。本研究主要國內從事有機產品的微型企業之經營模式、創業的關鍵成功因素等構面分析，並探討有機產業之未來發展契機等。 本研究以個案研究為策略，深入訪談了五家微型產業的頭家，整理有以下之重要研究發現： 一、 有機產品微型企業的創業動機通常來自於本身親身經歷，進而對有機產品的信賴而深入學習、研究與著手經營。 二、 有機產品微型企業在產品與服務上多元發展，基本產品線包括有機蔬果及健康食品類外，亦注重與消費者交流的服務搭配。 三、 有機產品之微型企業經營模式及通路佈局通常以實體店面主，網路或虛擬通路為輔，並注重與顧客的交流。 四、 有機產品微型企業在關鍵成功因素層面，通常無形資產來得比有形資產重要，而財務資產則以自己資金創業為主。 五、 未來有機產業的發展可能朝向制度化、專業分工或連鎖店的經營模式。 / In recent years, the rises of the consumption level and environmental protection concepts make consumers more pay attention to the health and safety of food. It is the main reason that makes the organic enterprises vigorous. Now there are many large-scale enterprises investing in the organic industry, and also many micro-enterprises involving in. The thesis aims at the business model of these organic enterprises, the key successful factors (KSF) of how to start an enterprise, and what is the future about the organic industry. Through the related literature analysis and cases study, we find some important points as followings: 1. Most enterprisers thanks to themselves experiences and further learn more about how to organize and maintain the organic business. 2. The micro-enterprises of organic products always have a variety of products and service, including organic vegetables and fruit, and emphasize on how to contact customers closer. 3. For the micro-enterprises of organic products, physical channels are primary, and virtual channels are secondary. 4. For the KSF of these micro-enterprises, intangible assets are more important than tangible assets, and the financial assets are mainly the micro-enterprisers funds. 5. In the future, the organic industry might become more systematic, profession divisional, and lead to the chain stores business model.

臺灣兒童樂園型態的演進，受氣候、地域、服務等因素影響，從戶外逐漸轉型為室內，並不斷納入各種新元素，形成多元化類型。兒童教育方面，品格教育長期推動，教育部自2004年起推動「品格教育促進方案」、2000年起推動「臺灣有品運動」。另一方面，室內兒童樂園鼓勵孩童利用遊具，能夠盡情的活動，促進肢體與生理均衡發展。騎士堡國際事業股份有限公司進一步將遊具結合學習體適能、品格教育等內容，特別是品格教育為其重要特色之一。此企業經營模式的創新，藉由導入多元教育體驗服務模式，為臺灣室內兒童樂園帶入新的發展方向。 　　本研究的主要目的有三：第一為瞭解國內兒童品格教育推動的現況、問題、困難及突破的方法；第二藉由文獻蒐集及深度訪談，分析室內兒童樂園推動品格教育體驗活動的效益；第三探討室內兒童樂園導入品格教育結合商業平臺經營模式創新策略。 　　本研究為探索性個案研究（case study method），選擇體驗式服務極具代表性的騎士堡公司為個案研究對象，除了擁有兒童品格教育結合商業平臺的豐富經驗外，更創造出經營模式創新的實績。在經營模式及營運成效構面部份，選擇哈佛大學學者Applegate（2001）提出的經營模式，以概念、能力與價值三要素組成，探討室內兒童樂園導入品格教育對經營模式創新的影響。 　　研究結果發現，室內兒童樂園導入品格教育經營模式創新的策略有： 一、結合遊戲中學習「玩中學」經營策略，啟發孩童身心發展，創造安全遊戲、快樂學習的環境。 二、結合品格教育體驗活動策略，對孩童具有提升真實的體驗效果，從中得到快樂滿足，達到品格教育的目的，並吸引更多孩童參與體驗的機會。 三、結合童話主題遊具研發策略，以童話主題創新研發獨一無二的創意遊具，打造充滿創意、想像情境的兒童育樂環境，提升孩童學習動力。 四、結合體驗行銷提升品牌形象策略，將企業社會責任及創新的兒童生活教育體驗服務的理念傳遞給社會大眾，在行銷與商業交易過程中，與孩童、家長、通路產生新的互動與溝通模式。 五、結合產學合作與研究計畫策略，增進產業既有服務內容、元素、規格及組合，建立了新的服務運作方式、經營制度、作業程序與營運系統，改變現有的經營模式，形成了創新的經營技術。 六、結合異業結盟創造商機策略，創造企業和合作品牌的雙贏策略，不但發揮回饋社會的企業社會責任外，更建立騎士堡的品牌公益形象，提高品牌延展性，創造雙贏效益。 七、結合兒童生活教育體驗服務創新策略，能夠產生獨特的競爭優勢，成為一個全方位兒童品格教育體驗平臺；達到孩童、家長、通路、騎士堡四方共贏的經營模式創新效益。 關鍵字：室內兒童樂園、品格教育、經營模式創新、騎士堡

隨著科技不斷快速進步的同時，並在數位匯流與高速通訊網路技術的發展下，多媒體資訊衍生了許許多多的應用，且由於載具的不斷創新，使得我們看電視不需局限在電視機前、看報不用弄得滿手油墨、看書也不需帶著沈重的書本、聽音樂也不用為了一首歌而花費大錢買一堆自己沒興趣聽的音樂等等。這些科技帶給人類更便利、更舒適的生活，也帶給企業運用科技創新建立了許多經營模式(business model)的機會，成功掌握機會的企業取代或瓜分了原有市場領先者的市場大餅，成為新的競爭者。 過去零售流通產業中，以「品牌連鎖通路」的經營模式企業佔有廣大的市場佔有率，為市場成功經營模式之ㄧ，但近年來於由網際網路科技的興起電子商務經營模式(e-business model)正快速的改變零售流通產業的風貌。 本研究主要以研究「線上音樂之經營模式」與「破壞性創新」二部份，試以Apple 之iTunes Music Store 之成功經營案例進行個案研究，再以創新理論分析其成功原因及其是如何產生破壞性創新。而因為數位化本身將會與資訊科技的整體環境進行連鎖反應，因此會形成許多不同的通路機會，帶來許多具破壞性創新經營模式的機會。 有鑑於國內外的競爭環境日益激烈，而掌握創新的機會可能帶來成功的契機，本研究希望透過有系統的個案研究，為自身企業在結合國內政府推動數位產業的大環境之下，找到成功的方向。故本研究之目的為： 一、暸解國外itunes music store 的企業經營模式如何產生破壞性的創新，進而成為市場的領導者。 二、瞭解國外Amazon 網路書店企業經營模式如何產生破壞性的創新，進而成為市場的領導者。 三、瞭解國內博客來網路書店企業經營模式如何產生破壞性的創新，進而成為市場的領導者。 四、瞭解電子商務特性對出版通路的影響。 五、在電子書的發展的機會下，提出現有出版通路可能的發展策略與方向。 / Due to the rapid development of high-speed information communication technology and digital convergence, there are more and more multimedia systems and applications. With the media innovation, we are no longer limited to watching TV only on televisions. We don’t need to get our hands with inks while reading newspapers. We don’t need to bring heavy books for reading. Moreover, we don’t need to pay lots of money to get a CD to hear only one favorite song. These technologies make people’s lives more easily and more comfortable, and they also supply the foundation for new business models based on technology innovation.Companies which catch the opportunities start to gain market shares and may even replace the existing market leaders. In the retailing industries, companies with the business models of brand chain stores had large market shares, and this business model was one of the successful business models in the past. However, in the recent years, with the Internet technology, e-business models are changing the retailing industries rapidly. Our research is focused on business models of on-line music and destructive innovation . First, we did a case study to analyze the success of the business model of Apple iTunes music store. Then, we analyzed why it succeeded and how the disruptive innovation occurred. According to the diagnostics, digitalization itself will have the chain reactions with the overall information technology environments. These reactions bring lots channel opportunities. These channel opportunities offer the likelihoods of creating disruptive growth. With the fierce global competitions, companies are eagerly seeking innovation opportunities. Our research aims to offer both the enterprises and the government the direction to success in the digital industries based on systematical case studies. The purposes of our research are as follows: 1. to analyze the business model of Apple iTunes music store, how the disruptive innovation occurs, and why Apple iTunes music store becomes the market leader in USA; 2. to analyze the business model of Amazon on-line book store, how the disruptive innovation occurs, and why Amazon on-line book store becomes the market leader in USA; 3. to analyze the business model of books.com.tw on-line book store, how the disruptive innovation occurs, and why books.com.tw on-line book store becomes the market leader in Taiwan; 4. to analyze the impacts of e-commerce on publishing industries; 5. to offer the possible e-book strategies and directions to existing publishers.

大眾應用軟體經營模式上，長久以來，一直以與電腦硬體搭配銷售或零售店盒裝式的軟體販售為主，盜版問題亦是許多軟體服務提供者心中的痛；然而，當未來網路服務品質更趨穩定，所有應用軟體程式皆可在線上操作執行時，勢必會一改所謂販賣套裝軟體獲利的傳統資訊市場的經營模式。 經由市場相關資訊、應用軟體個案的探討，本研究認為免費與付費式軟體服務將以不同的價值共存於市場機制中。免費式服務能有效爭取到消費者嘗試新產品服務的興趣，使軟體服務提供者在擁有相當使用量或使用族群同質性高的情況下，能藉由經營廣告平台、銷售週邊硬體產品、提供後續加值服務，或轉戰企業用戶市場等模式獲利；另一方面，在為了提升消費者合法使用軟體服務的動機之前提下，收費式軟體服務方面，業者廠商應根據其產品功能、了解消費者使用的目的，增加其選購軟體服務的彈性，可從產品功能、消費者、時間等聚集構面，彈性地依消費者使用軟體功能模組的程度、使用人數、使用時間的長短等設計合理的收費機制。 最後，本研究也建議消費者應轉變過去只想以免費方式全程享受軟體服務的觀念，了解到免費式軟體服務主要是提供一種嘗試，幫助了解該軟體服務是否滿足本身使用需求；而付費式軟體服務則是進一步提供一流暢的使用經驗，提供一套具備安全、整合、方便性、隨時可用性等客製化服務。 / The suite software package sold in retail shops or combined with the computer is the main and general business model in the application software market but at the same time piracy problem is very serious. Especially, when all software service could be operated smoothly on the Web, there should be some new business models against that situation. Gone through elaborating recent marketing researches and some case studies in the market, the study showed that both free and paid for software service would stand with different value in the market. Free is the best marketing strategy at the first step, which helps software service providers gathering mass use base effectively, and pushing some profit-making strategies (i.e. advertisement platform, value-added service). On the other hand, paid software service providers should break traditional suit style of software sale, and consider how to draw up a reasonable fee rule, which should include some important elements (i.e. consumer’s behavior, use frequency etc.) Finally, the study also recommended consumers that the free service is just a way to make them further understand whether this service content could meet their requirements. However, the paid service will bring them a more convenient digital life with superior quality.

微型旅館產業是近年來因應旅遊市場需求成長而誕生的新興產業，係結合地方特色小規模發展的觀光住宿服務。早期自因風景區周遭開始出現，而後開始大幅擴展至今全台上千家的榮景，包括宜蘭、花東、南投清境及墾丁地區甚至離島等地數量相當龐大，進而形成許多微型旅館特色聚落。然而，隨著市場逐漸成熟也日趨競爭，加上現今對微型旅館經營的規範仍存在相當多模糊地帶，面臨法律跟不上市場的窘境，及造成市場上相關服務良莠不齊；另外微型旅館不可避免仍是觀光服務業的一環，仍需一定程度的投入、以企業專業經營並佈局更宏觀長遠的策略規劃才能永續發展。故本研究選取清境某系列民宿為研究標的加以分析整理，以商業經營模式圖將各項活動予以展開，並探討旗下三間不同風格微型旅館之定位設計並比較其異同，最終由個案結論衍伸至未來成長之願景發想。 / BNB industry, which also called Bed and Breakfast, is one of the most thriving industry in Taiwan recently. By combining with regional trait, BNB industry is growing faster as the demand of traveling market becomes mature. However, the more customers are willing to choose BNB , the more competitive market will be. In addition, there are still lots of grey zone about regulating the industry in the policy, and it makes disputes frequently. Although the average scale in the industry is small, it definitely needs certain level of investment and professional management to sustainable development. To discuss the main issue of BNB industry in Taiwan, this paper choose The Old England Manor and the other related BNBs as the objects of study. Through reorganizing and analyzing its business model, we present and compare the differences and finally discuss the possible prospect in the future.

線上購物已成為現代人生活上不可或缺的一種購物工具，但透過網路購買服飾時，常常會有風險，例如：可能會買到尺寸不合或是不適合自己的服飾，因此為了解決這樣的問題，本研究希望提出一種創新的經營模式，透過手機應用程式讓消費者體驗「搭檔虛擬體驗穿搭服務」，提供消費者進行線上試穿，讓每個消費者都能在網路上輕鬆買到對的尺寸以及適合自己的服飾。 為了找出可行之商業模式，本研究透過市場需求分析及產業競爭分析，了解目前台灣線上購物市場之現況，並藉由質性以及量化研究來探討本創新提案之市場需求大小、目標客群以及現階段廠商對於本創新提案之看法與未來可能的合作意願。最後，經由前述分析，本研究提出了專屬於「搭檔虛擬體驗穿搭服務」的創新提案，其中包括消費者的使用方式、廠商合作模式、收費方式，以及未來可能推出之服務。 / As a shopping tool, online shopping has been an integral part of modern life but when consumers buy apparel through the Internet, there are often risks. For example, consumers may buy clothes, which are not right sizes for them, or they may buy clothes, which are not suitable for them. In order to solve this problem, this study wants to propose an innovative business model. When consumers use cell phone application called “Dressing Agent Virtual Experience Service”, they can virtual try-on on the Internet. Every consumer can easily buy the right size and suitable clothes for them. In order to find a viable business model, I study the analysis of market demand and industry competitive analysis to understand the current status of Taiwan's online shopping market. Also, I use qualitative and quantitative researches to explore the market demand for innovative proposal for the target customers and know more about manufacturers’ cooperative willingness for innovative proposal in the future. Through the preceding description, this study presents an exclusively innovative proposal called “Dressing Agent Virtual Experience Service”. It includes the using method for consumers, cooperation and charging methods for manufacturers, and some future services.

自1970年代以來，社會企業在世界各國興起，近幾年台灣也開始引入社會企業的概念，許多人也期望透過組織轉型或是創業的方式，以社會企業的形式解決既有社會問題，但在實踐社會價值的同時，社會企業也必須開創良好的經營模式，才能維持穩定的經濟收入，進而有永續發展的可能。相較於歐美各國的發展已趨於成熟，目前台灣的社會企業仍處於萌芽期，現行研究也較少從單一個案切入，基此，本研究以台灣主婦聯盟生活消費合作社做為個案，探討其經營模式，以及組織形態與經營模式之關係。 研究發現有三。第一，經過長久演化而來的合作社七大/八大原則已初步建構出合作社的經營樣態，而台灣主婦聯盟生活消費合作社在經營上也秉持著合作社的七大/八大原則，足見合作社的組織形態的確有助於個案的持續經營。第二，儘管社會企業經營模式的文獻多從企業管理的文獻延伸而來，且社會企業與一般企業在本質上有所差異，在進行研究時可能會出現適用性的問題，但在個案中可以發現，其經營模式仍大抵符合社會企業經營模式的要素。第三，「人」的參與有助於個案達到社會企業的三重底線-即經濟、社會及治理面向，台灣主婦聯盟生活消費合作社的社員透過經濟及實質參與，讓合作社及地方站所得以持續經營，也間接讓生產者有穩定的經濟收入，另一方面，生產者也必須遵守合作社的開發原則，生產出友善環境的產品，而合作社則是擔任社員與生產者之間的橋樑，連結緊密的價值網絡。 儘管被視為台灣社會企業的代表案例，台灣主婦聯盟生活消費合作社並不以社會企業自詡，近年來也致力於轉型，期望成為真正的社會企業，故本研究建議個案可往社會合作社、下設事業體或是公益公司的形態發展，開創另一種可能。