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.

O2O 是一個嶄新的商業模式，透過網路上的服務提供導引線上消費者到線下店面進行消費或是取用實體服務。在近年，O2O迅速成為眾企業討論的話題。除了知名零售和電子商務企業，O2O商業模式以在各行各業中逐漸發展，舉例來說，知名零售業的Walmart和Target; 服飾業的Uniqlo和GAP; 配件-眼鏡的Warby Parker和餐飲業麥當勞和Instacart。業界充滿林林種種的實際個案，但學術上卻缺乏完整的研究來說明O2O的現況，我們不了解O2O的定義和範圍，甚至對於企業來說，到底該如何成功地實現O2O的精華。此篇研究的目的是希望能提供企業更具體了解O2O的概觀，並可以檢視在規劃一個O2O專案的發展需要有哪些關鍵成功因素。 基於之前少數的文獻和大量從網路、報章雜誌所蒐集的業界個案，我們的研究透過這些資料蒐集分為兩階段研究。第一階段，根據蒐集的資料，我們建立五種型態的O2O 商業模式 –(1) Commerce O2O; (2) Try-on O2O; (3) Promotional O2O; (4) Experience O2O; and (5) Crowdsourcing O2O。我們專注在promotional O2O的五家在台灣企業的個案研究。第二階段，根據文獻我們先定義出可能的關鍵成功因素列表，再舉辦深入的企業訪談，透過訪談的方式來驗證並修改原本的關鍵成功因素列表，為3個分類-(1)4個技術關鍵成功因素: 系統操作友善, User Interface 設計, 精確的定位, 穩定的IT系統承載的能力;(2)5個管理關鍵成功因素-管理者支持, 客戶關係管理, 使用者參與方案設計, 專案執行的高貫徹度, 專案的監控管理追蹤;(3)4個組織關鍵成功因素-完整的人員訓練, 線上線下的流程無縫整合, 不斷創新與思考方向, 明確的專案目標。最後，我們希望這篇研究可以幫助企業更了解O2O商業模式，並且幫助他們有效的發展O2O專案。 / Online-to-Offline (O2O), a brand-new business model that drives online visitors to purchase in-store by offering services online, has received a great deal of attention. In addition to well-known retailers and ecommerce businesses, the O2O business model has been adopted by companies across a variety of industries, such as Target and Macy's in retailing, GAP and Uniqlo in apparel, Warby Parker in accessories and McDonald’s and Instacart in food. However, less attention has been paid in the literature to the clear definition and scope of both online and offline businesses in the O2O business model, and there is limited understanding of how to build a successful O2O project. The objective of this study is to organize comprehensive information for the O2O business model and to examine the critical success factors (CSFs) for building O2O business models. Based on the literature and case studies of the O2O business model, this study builds a framework for data collection and is conducted in two stages. First, we build a preliminary finding regarding the five major types of O2O business models—(1) Commerce O2O; (2) Try-on O2O; (3) Promotional O2O; (4) Experience O2O; and (5) Crowdsourcing O2O—based on the literature and more than 50 practical cases and select five promotional O2O companies in Taiwan as our focus. Second, we conduct an in-depth case study on selected cases related to possible CSFs for successful O2O implementation. The critical success factors (CSFs) for building O2O business models are–(1) Four factors of technological dimension- User Interface design, Ease of use application, Accurately located function and IT load balancing capability; (2) Five factors of management dimension- Management support, Good CRM system, Strategic execution capability, Actively involve end users in solution design and Measure, monitor, and track; (3) Four factors of organization dimension- Complete staff training, Seamless the process of online and offline channels, Reinvent the company's future and Establish a clear project goal. The research results not only provide a complete O2O overview but also verify and enhance the list of CSFs for building O2O business models. It is hoped that we can gain a better understanding of the O2O business model from these cases and thus help companies develop effective plans for building O2O projects.

隨著科技的發展，帶動全球化潮流，「病人無國界」的趨勢也因而形成。醫療資訊普及流通，民眾可以在此基礎上，尋求最能滿足自我需求的醫療服務，於是出現了跨越國界的醫療型態。相較於歐美國家高昂的醫療費用與冗長的就醫等候時間，亞洲國家擁有健全之醫療服務與品質，且能享有較低廉之醫療費用，促使著歐美國家民眾紛紛前往亞洲國家就醫。其次，隨著M型化社會型態在各國發酵，經濟能力較高者，對於跨國尋求高品質、高技術醫療服務的需求就越多，加上科技發達，人類平均壽命逐漸延長，形成高齡化的社會，帶來了全球醫藥保健與健康照護產業龐大之商機。國際醫療因而成為近年來炙手可熱之新興產業，帶動龐大經濟產值，進而促使許多國家開始重視此面向，紛紛開始推動各項政策，爭取發展國際醫療之契機。台灣正式推動國際醫療發展計畫至今已經九年多，國內許多公、私立醫療院所都加入此推動行列，但成效如何，以及公私立醫院在推行國際醫療上，所建立的經營模式是否相同等，都是本研究的重點。 本研究以個案分析法，運用Mark W. Johnson, Clayton M. Christensen, 及Henning Kagermann的商業模式再創新之四大構面「顧客價值主張」、「利潤公式」、「關鍵資源」、「關鍵流程」，探討公、私立醫院發展國際醫療服務之經營模式，並分析公、私立醫院經營國際醫療的差異處、不足之處以及彼此可學習之處，藉此提供兩者未來操作國際醫療策略之建議。 研究發現，私立醫院在建構國際醫療商業模式上相對公立醫院來的完整，主要原因為，公立醫院仍受限於傳統體制約束，無法建立符合國際醫療之流程，但公立醫院因為歷史悠久，因此有品牌優勢，只是此優勢很可能會隨著競爭對手的強力曝光而慢慢消失。相反的，私立醫院在操作國際醫療上較有彈性，但仍必須積極推廣自有品牌，以強化自身競爭優勢。 / With the rise of globalization, the advancement of technology and breakthrough in healthcare, people nowadays seek the best medical care in all parts of the world. People could search and choose to get the healthcare they hope to receive without borders. In western countries where medical care is expensive and inefficient, more and more people from these nations are flocking to Asian countries like Taiwan to receive a more complete and cost-efficient health care. On the other hand, upper class people in an M society could have the privilege to seek the best medical care in countries where healthcare is more advanced. Therefore, International healthcare service has been one of the most important strategies for hospitals in countries like Taiwan. Most private and public organizations in the medical field have put their efforts to integrate the most reliable sources to join this trend. The purpose of this study is to explore how public and private hospitals in Taiwan set up their business models in regards to international healthcare, and verify if their business models are feasible. This study implemented case study methods and applied “customer value proposition”, “profit formula”, ”key resources”, and “key processes ”, four dimensions of successful business model proposed by Mark W. Johnson, Clayton M. Christensen and Henning Kagermann to discuss the different factors for public hospital and private hospital in international healthcare. This study expects to discover the key successful factors and provide suggestions to each of them. The results of this study show that public hospitals regarded as non-profit organizations are less flexible because of the limitation on traditional regulations, thus it is difficult to set up a more complete and internationalized business model. On the other hand, private hospitals are more flexible. In order to strengthen their competitive advantage, these private organizations must promote their own brand actively to achieve a competitive advantage in this globalized trend.

Avec l'émergence des ONG dans nos économies globalisées, les grandes entreprises développent divers types de partenariats ONG-entreprise (POE). Les chercheurs s'interrogent sur leurs enjeux stratégiques. Dans notre thèse, nous étudions la contribution spécifique des POE à l'évolution du business model (BM) de la grande entreprise.Une étude de cas longitudinale processuelle chez Suez-Environnement met en lumière trois grands apports des POE : les POE, selon leur type, influencent la stratégie de l'entreprise par leur concours à la segmentation des activités ; ils contribuent à la conception et au déploiement des BM issus de la nouvelle segmentation ; et ils jouent un rôle moteur dans l'évolution du portefeuille de BM de l'entreprise.À partir de ces résultats, nous proposons : une conception élargie de la finalité du BM intégrant la performance sociétale ; une représentation enrichie du concept de BM, baptisée modèle RCOV-EPs, articulant quatre dimensions en interactions ; et le concept de métabusiness model que nous définissons comme : une métalogique de création de valeur socioéconomique émergeant de relations inter-BM.

The aim of this thesis is to analyze how technological, economic, political and social factors can be integrated into Business Model for Geo-location database as a controlling entity for operation of Cognitive Radio devices in the TV White Space spectrum range. Tasks of thesis: to perform an analysis of scientific literature in the context of TVWS and to identify technologies of TVWS management, to find factors influencing Geo-location Database Business Model, to put forward Geo-location Database scenarios, to construct classification of Business Model for the Geo-location Database, to provide experimental study of feasibility to deploy distinct classification of Business Model for the distinct scenarios of Geo-location Database. Qualitative methods chosen for the research: exploratory literature analysis, consultations with experts/specialists and conceptual modelling based on scenarios. The exploratory part of the thesis describes existing spectrum shortage problem and presents potential technologies that can solve this problem. The theoretical part of this work introduces research methodology and the concept and principles of Business Model for technology innovation. Analytical part of the thesis seeks to identify potential Business Model configurations for the operations of Geo-location database in the TV White Space spectrum range. This part ends with presenting experimental study of the feasibility of Geo-location Business Model. The final part of the thesis concludes... [to full text] / Šio darbo tikslas – išanalizuoti, kaip technologiniai, ekonominiai, politiniai ir socialiniai faktoriai gali būti integruoti į verslo modelį, skirtą TV spektro tuštumų geografinei duomenų bazei, naudojančiai sumaniojo radijo ryšio sistemas. Tikslui pasiekti išsikelti uždaviniai: atlikti mokslinės literatūros analizę TV spektro tuštumų tema ir identifikuoti spektro tuštumų valdymo technologijas, nustatyti veiksnius, įtakojančius geografinės duomenų bazės verslo modelį, sudaryti geografinės duomenų bazės verslo scenarijus, sudaryti geografinės duomenų bazės verslo modelių klasifikaciją, nustatyti sudarytos verslo modelių klasifikacijos tinkamumą kiekvienam scenarijui bei nustatyti optimalią verslo modelio konfigūraciją. Uždaviniams įgyvendinti taikyti kokybiniai metodai: mokslinės literatūros analizė, konsultacijos su ekspertais bei specialistais, konceptualus modeliavimas, paremtas scenarijų metodu. Pirmoje darbo dalyje aprašomos egzistuojančios spektro trūkumo problemos ir apžvelgiamos potencialios technologijos, kurios gali išspręsti išanalizuotą problemą. Antroji darbo dalis pristato tyrimo metodus ir nagrinėja verslo modelį bei jo principus, galinčius įtakoti technologijos inovaciją. Trečioji darbo dalis siekia identifikuoti ir įvertinti potencialius TV spektro tuštumų geografinės duomenų bazės verslo modelius. Pateikiamos darbo išvados atsižvelgiant į darbo naudingumą, praktiškumą ir esamus apribojimus. Pagrindiniai darbo rezultatai: nustatyta optimali verslo modelių... [toliau žr. visą tekstą]

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.

The author analyzed three different perspectives of the development of new technology-based firms (NTBFs) from the resource-based view. The first article discusses how the resource base impacts the internationalization behavior of German NTBFs. Some companies go international early, some internationalize only after a few years. We argued that the resource base is a substantial factor determining if a NTBF will internationalize or not. In the second article, we analyze how the resource base impacts the survival of German NTBFs. We argued that a lack of sufficient resources can lead to early business failure. We further state that the different resources are necessary to fulfill the requirements within the development phases of the NTBF. To broaden our perspective we combined the resource-based view with the market view. In the third article, we analyzed how the resource base impacts the business model innovation of NTBFs. The business model for NTBFs must often be tailored to fulfill the requirements of potential customers or to further grow the business. A sufficient resource base is necessary to be able to change the business model and buffer the transition phase.

智慧型手機時代來臨後，華人手機品牌廠有如雨後春筍般的冒出。本篇論文以小米、華為、宏達電作為個案研究對象，研究目的在於了解三間個案企業是如何在競爭激烈的全球市場中生存下來。關於研究發現，詳述如下： 小米是一家軟體導向的企業，採用互聯網行銷的方式，將銷售對象集中在網路顧客群，避開了屬於一級戰場的實體通路。最初在網路上建立口碑，待產品推出後，運用高性價比的特點吸引顧客，接著採用「饑渴行銷」的策略，以限量的方式去刺激顧客的購買欲望。然而，小米不靠販賣硬體獲利，主要的收入來源在於內容服務、應用程式、遊戲。 華為是一家硬體導向的企業，以販賣電信設備為主要經營業務。2009年進入到智慧型手機業務後，以「機海戰術」為領導方針，在不同價格區間都可以看到華為品牌的手機款式。2013年，施展雙品牌策略，「華為」和「榮耀」分家，主打高階手機P系列、D系列、Mate系列為華為品牌；主打中低階及網路市場為榮耀品牌。此外，華為旗下子公司海思擁有晶片自製技術，垂直整合能力在未來將會是華為角逐通訊市場的最大優勢。 宏達電是一家硬體導向的企業，屬於早期投入到智慧型手機業務的華人品牌廠，在歐美國家中具有一定的知名度。2011年曾經高居全球前五大智慧型手機品牌，競爭優勢在於工業設計及軟硬體整合，不管是手機的立體音效、鏡頭、金屬機殼都有自己的風格。雖然，在2012年第四季退出全球前十大智慧型手機品牌廠，但卻是台灣少數能夠走出國際的品牌大廠之一。 三間個案公司的競爭策略及商業模式各不相同，但卻讓世界看到了華人不是只有代工，也有能力在品牌和市場行銷做出令人印象深刻的成績。

保全產業在台灣的發展雖超過35餘年，但大多數人對它的營運模式卻不甚了解，其因源自於該產業具有模糊性及獨特性。然而近年來，由於全球ICT資通訊網路技術不斷發展與演進下，IOT物聯網應用市場前景一片看好，於是智能家庭市場又重新受到重視，特別是在家庭安全領域的應用上，已多家業者競相跨入此領域。本研究的主要動機基於此，期探討保全業者在家庭保全市場發展中如何建構出成功的營運發展模式。 本研究以保全業A公司個案為例，從保全業者在家庭保全市場的營運模式角度分析，藉由Osterwalder & Pigneur,(2010)提出的「營運模式發展九大區塊」之架構，從中分析其業者在(1) 顧客區隔(customer segments)：企業針對不同群體的顧客或企業做區隔 (2) 價值主張(value propositions)：為解決顧客的問題或滿足顧客的需求所提供的產品或服務的集合 (3) 遞送通路(channels)：提供多樣的通路型態，傳遞訊息及遞送價值主張給顧客 (4) 顧客關係(customer relationships)：針對不同的顧客區隔，提供不同的顧客關係管理 (5) 收益來源(revenue streams)：顧客對企業提供的價值主張所願意支付的金額 (6) 關鍵資源(key resources)：使商業模式能順利進行的重要資產 (7) 關鍵活動(key activities)：遞送價值主張過程中所提供的主要行動 (8) 關鍵伙伴(key partnerships)：遞送價值主張過程中的合作伙伴及供應商 (9) 成本結構(cost structure)：遞送價值主張過程中所產生的成本，這九大區塊的構成的營運模式為何，進而初探可延展性發展的營運策略。 經個案探討後，探究A公司成功營運模式推得以下三個結論：第一 以持續創新的領導模式，在發展策略上追求領先 第二．以營運模式以「安全、安心」為價值主張訴求，走向技術導向的保全服務架構，而不選擇勞力密集的人力保全，建立出市場區隔及門檻 第三，A公司從研發生產到銷售服務，走向「一條龍」式的營運模式架構，在發展初期除取得日本關鍵伙伴資源，也逐漸在產業發展出牢不可破的供應鏈關係，這也是該公司營運模式發展中最重要的影響力及成功關鍵因素。 / Even though security industry has already developed for more than 35 years, most people may not really understand its business models because of the characteristic: ambiguity and uniqueness. Due to the ICT technology getting mature, the prospect of IOT network is getting better, and the market of “Smart Home” is more attention nowadays, especially the application of home security. Therefore many companies get into the competition. The way how security industry constructs successful business models to home security market is the motivation of the research. In the research, we provide the example of the leader security company A. From the security industry business model to home safety market, we develop the business model by applying Osterwalder & Pigneur (2010)’s nine business model to build the blocks, which are (1) Customer segments (2) Value propositions (3) Channels (4) Customer relationships (5) Revenue streams (6) Key resources (7) Key activities (8) Key partnerships (9) Cost structure, to analyze the target company’s business model, and to study its strategies of developments for the future and the key points for their successful operation. After exploring the case of company A, we can get the conclusion below: First, the leading model of creation and innovation is continuously leading the development strategies. Second, safe and secure are valuable proposition of business model, appeal to technology- oriented security service structure rather than labor-intensive human security to establish the market segmentation and barrier. Third, company A developed all-in-one business model from research and develop to sales service, and get the resource from the key partners in Japan in the beginning. By this way they developed the relationship of the solid supply chain. This is the key successful factors to the business model of the company.

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.