台灣農業科技之技術及研發能量在國際上頗負盛名，同時也是目前行政院推動六大新興產業-精緻農業中相當重要的一環，然而應該如何將此具有優勢之農業科技實際落實並轉換成經濟價值就變成是一個相當重要的議題。 台灣在七○年代開始由政府推動整廠輸出之貿易方式，不論是在政策上給予特定協助或是組成專門機構輔導從事從廠輸出之業者，因此，在政府的支持及業者的努力之下，確實為台灣創造了許多的經濟發展成果，並且一直持續到現在，顯見整廠輸出的確是一種可行的交易方式，因此在本論文中將從農業科技的本質、特性以及整體環境等面向來討論農業科技是否是適合採用整廠輸出模式做為交易的方式。 整廠輸出的交易由標的選擇、業務爭取、設計建廠、測試訓練、移交營運等五個連續的階段所構成，每一個階段都包含不同的工作項目、不同的交易標的。整廠輸出是一種交易項目複雜、交易時間長、風險高、帶有強烈整合性質、但相對地能創造更高附加價值的交易方式，而採用這類方式的技術多是較高階或是較為複雜的技術組合，因此做為輸出的一方，需要擁有相當的資源與整合能力才能夠順利完成整個交易。 就農業科技本身而言，多數人對於交易的標的都仍停留在「產品」的階段，而忽略實際上在農業科技應用的過程中所形成或產生之技術、know how、原料、設備資材、半成品等也能夠做為交易的標的，但是因為農業的本質上有其特殊性，因此也會連帶影響到農業科技商品化的選擇，如商品的選擇及組合多元、技術實施可能受限、知識經驗含量深，容易因人而異、保護複雜性高及需考量繁殖特性、悠關生活，安全性要求高、回收期較長等都是在將農業科技商品化過程中需要考量的重要議題。 從整廠輸出執行中呈現出四大特色：複合性交易、經驗之必要、環境之創造與異業之結合來看，整廠輸出的模式實際上可以視為是創造或是維持一個該項技術適合實施與應用的環境，而這樣的特色對於農業科技因其本質在商品化過程中所形成之需求剛好互相呼應，能夠借此更加確保農業科技在應用過程中的成效與價值。因此對於農業科技來說，整廠輸出確實是一種可以做為商品化交易的一種選擇。但是在農業科技進行整廠輸出之前，輸出方也需要就輸入地區對於該技術之接受程度、輸入地區對於該技術之發展限制、保護方式、以及與輸入地區之政策競合等問題進一步了解，以確保該項技術市場之存在，而技術於輸入之後的確有足夠的資源來支持，並能夠獲得適當的保護以避免技術輸出方反而因此失去競爭力，同時也能更了解該輸入區對技術的需求目的以及可能的行銷或合作對象。 除此之外，在本論文中針對目前環境對於農業科技採用整廠輸出模式可能會遭遇到的問題進行討論。由於農業在台灣發展歷史悠久，但絕大多數是透過「產品」交易的方式進行，因此業者對於技術交易的知識與經驗不夠充分，所以在商品化的過程中可能會碰到許多困難無法解決；再者，農業以往多半被視為傳統產業，因此外界的資源、資金、人力等資源也較難主動投入到農業領域，同時再加上業者目前發展的規模都較小，面對整廠輸出這樣複雜而長期的交易過程是否有足夠的能力、資源、彈性去面對也是一項需要克服的問題。 整體而言，台灣所擁有的農業科技技術含含量及know how均有相當高的水準，有能力擔任技術輸出方，而面對食品安全、糧荒議題備受重視、新興市場興起及對技術的需求急切，因此對於農業科技整廠輸出這樣的需求是存在且相當必要的，是以對台灣來說整廠輸出的確是一種可行的交易選擇。 然而，在目前的整體環境之下，若要採用整廠輸出的交易模式仍有一定之挑戰，因此於本論文最後分別對業者及政府提出建議。對業者來說，最重要的是要了解技術與產業之發展，挑選適當的技術做為整廠輸出之核心，並對此技術嚴加保護及掌握，如此才能長久保持競爭力，同時業者也應該更加強對商業化活動的了解與多元人才的引進，強化企業的經營與規模；而對政府而言，最重要的則是建構一個有利於整廠輸出模式執行的環境，包括整廠輸出模式之宣導及推廣，提供業者在執行過程中的實質協助，並協助將分散於學研單及民間業者或個人的技術整合，組成技術組合，同時也應就行政管理層面整合，減少業者在執行整廠輸出過程中因為行政程序或是不同單位之規定而造成時間或資源上的浪費，且應積極透過政策來導農業加速產業化，改變一般人對於農業的觀感，吸納更多的能量與人才進入農業，促進成正向的循環。 / Agriculture technology developments and the research abilities in Taiwan are well known around the world. Nowadays in Taiwan agriculture technology development is one of the most important strategies, so that how to transform the technology into real economic value is becoming a big issue. In this research, we will discuss whether the turnkey project is suitable for agriculture technology or not from several points of view, such as the nature of agriculture technology, the characteristics in its commercialization progress, the outside environments, ect. In 1980’s, governments in Taiwan began to promote the’’ Turnkey Project ’’ model to the industries and gave them assistances in both policy making and consulting institute establishing. These strategies really contributed to the economic development in the following years. So the turnkey project could be a workable and useful business model. The turnkey project business model consists of five phases, including target setting, project bidding, design and construction, testing and training, and transferring the management. Each stage has different tasks and different issues awaited to be accomplished. It’s a complicated, high-risk, and long-term deal. Usually, we will use the turnkey project when having a high-level technology or complicated technology portfolios in one trade. Thus as being the technology supplier, highly integrative ability and lots of resources are requested. When talking about trade in agriculture, it comes out ’’products ’’ in most people’s minds. Actually, there are more than products which could be viewed as the trading subjects, such as the supporting technologies, know how, raw materials, equipments, etc. Therefore, agriculture has many distinctive characteristics when commercializing, and these characteristics will lead to different results. All these characteristics are important issues to deal with. The turnkey Project is a kind of environment creating and preserving. It creates the appropriate environment for the technology to practice. When this model used on agriculture technology, it is just compliance with the distinctive characteristics of agriculture technology. Therefore, turnkey project model could ensure the better results and higher value of agriculture technology. Before choosing turnkey project as the business model, the technology owner or supplier needs to confirm several conditions about the target importing country or area. He has to check whether the acceptance of the technology is high, the developing restriction of the technology is few, the protection of the technology is easy, and the local government policies is supportive, to make sure this agriculture technology can enter, exit here and not to reduce his own competitiveness at the same time. Viewing the world as a market, the demand of agriculture technology is urgent and serious because the food safety and the food shortage issues are becoming more and more critical and the emerging countries are eager to have new and good technologies in developing their own countries. Taiwan’s agriculture technologies are both good at quality and quantity. Therefore, being the technology exporter with the turnkey project model is a great opportunity to Taiwan. However, there are still some challenges now in Taiwan when using turnkey project as the business model. To solve the problems, as the private firms, they have to figure out the development of the industry and the technology, and then find out the core of technologies, set up an appropriate protection and design a proper trading package. Also they need to learn more about business language and logics for better communication with their customers in the future. For the government sections, their missions are to create a friendly environment for the business executing turnkey project.

休閒農業不再是第一級的傳統產業或者第二級的加工產業，已經提升至第三級甚至結合美學、體驗的創意生活產業，傳統的農業經營模式不再符合時代所需。本研究希望透過經濟院工業局與中衛發展中心評選為創意生活事業模範的五家休閒農場，瞭解事業模式創新建立與評估事業模式創新的意義。研究成果，一方面可提供五家個案農場作為未來發展改進的參考，另一方面，可作為一般休閒農場經營人的創新模範。 本研究以飛牛牧場、君達香草健康世界、金雞蛋休閒農場、三富花園農場以及勝洋休閒農場五家休閒農場為研究對象，根據深入訪談與直接觀察分析與評估個案農場的事業模式創新。從創新機會與因素中的環境變項、農場變項、個人變項，瞭解過去農場的發展對其事業模式在核心策略、策略性資源、體驗營造之創新影響，歸納整理兩者之間的因果關係，並找出五家休閒農場事業模式創新異同之處。本研究之研究問題： 一、瞭解休閒農場創新機會與因素為何。 二、瞭解休閒農場事業模式創新的組成要素為何。 三、瞭解創新機會與因素對事業模式創新的影響，兩者關係為何。 四、比較個案農場經營結果，評估事業模式創新是否有創造財富潛力。 個案研究顯示，飛牛牧場、君達香草健康世界、金雞蛋休閒農場、三富花園農場以及勝洋休閒農場之事業模式創新皆與其創新機會和因素息息相關，同時，事業模式創新的確能為休閒農場帶來財富或者創造財富的潛力。

台灣動畫產業，長期以來屬於代工的角色，如今面臨產業移轉而要往自製原創動畫發展時，明顯的面臨了很大的障礙，至目前一直沒有顯著的作品發表。就算是當初在網路上紅極一時的阿貴與幹譙龍，始終無法突破網路的限制，創造出更好的獲利機制。而2004年12月終於有第一部台灣原創之電視卡通動畫－魔豆傳奇，在台視上映，這部動畫影集是由創業三年多的電視豆公司發展出來的，不禁讓自己思考電視豆到底是如何完成這部卡通影集的，到底說了怎樣的故事，才能贏得了觀眾與日本製作公司的青睞？而且與日本合作開發的過程，更是讓我感到好奇的。如果說原創是電視豆成功的秘訣，那同樣獲得數位內容國際動畫雛形獎的其他作品，為何無法創造與電視豆類似的經驗與市場價值？而且多數獲獎廠商都比電視豆握有更多的資源。這些現象是很值得深入探討的。 綜合對商業模式與創意商業化等文獻之回顧以及對個案的了解，本研究引用Chesbrough(2002)對創意會影響商業模式之看法，分析Afuah(2003)所提出之「產業因素」、「定位」、「資源」、「活動」與「成本」等商業模式五構面，與其組成要素之變化，並結合Jolly(1997)所提出之技術商業化過程中的橋樑之概念，也就是由「動員興趣與支持」、「移轉證明所需之資源」、「動員市場構型」與「動員互補性資源」等，將商業模式之變化調整轉化成原創商業化之過程。 經過研究個案比較比較分析，本研究發現： 動畫原創內容從創意到商業化之過程可分為「想像」、「孵育」、「修正」與「持續」等四個次分段。 1.原創內容商業化過程中的次分段與橋樑，會因為產業因素與定位之影響，促使各次分段有不同之發展內涵，以及不同之關鍵外部資源之進入與銜接次分段。 2.原創內容商業化過程成功與否，除了有銜接之橋樑外，還要能有內部商業模式之配合。 3.每一次分段的演化循環中，原創內容會驅動商業模式變化，使其能動員橋樑，並利用外來資源強化商業模式本身，且進一步可加值原創內容。 動畫原創內容從創意到商業化之過程會受到商業模式不同構面與其組成要素之影響。 4.影響想像次分段的關鍵成功因素為產業關鍵驅動力、提供之價值與市場區隔。 5.影響孵育次分段的關鍵成功因素為合作力、總體產業環境、提供之價值、個人能力與動畫開發類型。 6.影響修正次分段的關鍵成功因素為組織能力、個人能力與動畫作品和開發類型。 7.影響持續次分段的關鍵成功因素為合作力與無形資產。 原創內容演化之關鍵 8.新創動畫公司可以由肖像或故事兩個角度來發展原創內容，兩者之商業模式雖有很大之差異，但商業化成功之基本條件為具有可商業化之肖像。 9.原創內容不僅要將市場導向之設計策略融入內容與作品創造中，還必須以創意行銷增加原創內容商業化成功之潛力。 10.在想像次分段中，會有外部創意進入讓原創內容進一步演化，或者內部創意移出發展成新的應用。在孵育與修正兩個次分段，是以業界專家之創意移入為主。進入到持續次分段時，作品續集會漸漸轉由內部創意主導，週邊商品則需要相關開發商之創意加入，針對新市場而發展。 較適合新創動畫公司之商業模式特質 11.要擴大獲利能力，必須突破市場之限制。跨入國際市場可以參考分區經營或者全球統合經營兩種國際合作經營模式。 12.在執行商業模式時，較適合採取雙領導人制度。也就是有ㄧ負責管理或籌資之領導人，與另一位管理創意之領導人。另外，組織較適合小規模發展。 / For the past decades, Taiwan' s animation industry focused on playing the role of OEM. Because of that, most of animation companies face a lot of obstacles during converting their positions into the origin al animation, suah as a-Kuei & KoungGiyo Dragon which could not overcome the on-line limitation to create substanti al profit models. Until December in 2004, there was the first original cartoon from Taiwanese company, TVbean, which is an emerging company for less than 3 years. I was wondering how they could attract audiences and Japanese produing company and surpass other comp anies which have an abundance of resources in a short time. Due to the copious processes of developments for the animation movie and the TV cartoon, there are many key success factors which need to be discovered. Moreover, the digital technologies facilitate animation industry to become more diversified than as before. Based on this kind of industry enviroment, animation works should not be saw merely as products. In the other words, we should concern about the effects of cultures and information transmission and transfer them into e xplicit knowledge which can help Taiwanese animation companies to develop. In this thesis, I will describe and analyse completely the process from idea to commercialization for TVbean' s first original animation. Also, I will compare TVbean with other foreign animation companies, VOOZ & Pixar, to draw the evolution process for commercialization and the relationship between business model and c ontents. According to the concepts of Business Model (Afuah 2004) and Open Innovation (Chesbrough 2003), I analysed the research cases by 5 elements, which are industry factors, position, resource, activity and cost, of Business Model and tried to find out the bridges which could connect different subprocesses by the changes of Business Model. After modifying the process of technology commercialization (Jolly 1997), I specified that how innovations make original content evolve into various business during each subprocess. Through studying the comparative analysis of the cases, the discoveries and conclustions of this thesis are described as follows: The commercialization process of original animation content comprises four subprocesses called ‘Imagining’, ‘Incubating’, ‘Modifying’ and ‘Mustaining’. 1.The subprocesses of the original content commercialization process will be influenced by industry factors and position which could push different developments of contents and attract various resources in each subprocess. 2.If we would like to make the original content commercialization successful, we will need a suitable internal business model to cooperate with the connected bridges. 3.During the evolution of each subprocess circulation, the original content will drive the business model change , enable it to mobilize the bridges, and utilize outside resources to strengthen business model itself. Besides, the original content could be added value by the improved business model. The commercialization process of original animation content will be influenced by different constitutions and elements of business model. 4.The key successful factors of ‘Imagining’ subprocess will be influenced by the industrial key deivers, value and market segments. 5.The key successful factors of ‘Incubating’ subprocess will be influenced by the cooperation, macro industry environment, value, individual capability and the cooperation models of animation. 6.The key successful factors of ‘Modifying’ subprocess will be influenced by the organization ability , individual capability and the cooperation models of animation. 7.The key successful factors of ‘Sustainng’ subprocess will be influenced by the cooperation and intangible assets. The key factors of original content evolutions 8.The new star-up animation companies could develop the original content by two directions, characters and stories. Although the business models of these two directions have very great differences, the basic successful factor of commercializtion is creating the character which could be commercialized. 9.It is very important to apply market oriented design strategies to the creating of content and works in order to enhance the potential for commercialization. 10.Open innovation will occur In ‘imagining’, ‘incubating’ and ‘modifying’ subprocesses, but the development of the sequal to the original works will transfer to closed innovation. Moreover, peripheral products need relevant developer join for new market developments. The characteristics of business model which are suitable for new star-up animation companies. 11.It need to break the restriction of the market to expand profit potential. How to get into global market could base on two types of management, separate areas business and global integrated business. 12.While implementing the business model , it is suitable to adopt dual leader system. Because of that, one leader is responsible for managing or raising funds, and the other one is in charge of managing innovations. In addition, the development of the organization is suitable for a small scale.

「雙星產業」其中的一星--生技產業為我國經濟發展很重要的一環，但在投注了大量資源的今日，卻未見明顯成功企業標的。以台灣經營環境而言，企業多半規模不大，在研發起步較晚、創新能力不足的狀態之下，若要與大型廠商競爭是不智的，中小企業發展生技是否有較適宜的發展方向？即使如此，台灣仍有成功商品化且獲益的生技公司出現。因此，本研究藉由個案深入研究，探討台灣生技產業可能的關鍵成功因素，並分析個案公司成功之創新點，進而提出對廠商在發展上的建議。 個案公司--邰港科技由原本經營傳統水族產業而透過生物技術轉型成功，其創新商品螢光魚，正代表著生技產品從技術研發到商品化而後成功進入市場的典範，其成功因素不外乎掌握了現代人的寂寞商機，在研發創新上邰港投入大量研發經費(占營業額6%)，透過與學界合作技術移轉的方式讓研發及技術取得更有效率；在技術方面也掌握到了不孕性處理的先驅以及量產的技術；資源方面由於邰港在水族產業的深耕，能作為其創新價值的後盾。 本研究透過對邰港科技的深入研究後，對於欲轉型或跨入生技業者提出建議如下： 一、 找出與公司既有核心能力相關的發展方向。 二、 積極運用產學合作培植有發展潛力的技術。 三、 發展自有品牌、透過結盟方式加強行銷通道的建構。 四、 採取以小養大、以短養長的模式轉型或發展生技產業較適宜。

海峽兩岸關係從敵對僵局到近年來炙熱化的開放互動，其中負責兩岸鈔券印製重責大任又同根同源的台灣中央印製廠與中國上海印鈔有限公司、北京印鈔有限公司，卻自1949年徐蚌會戰後隔岸相望迄今。除晚近能在少數國際鈔券會議或展覽中碰面外，雙方鮮少互動，目前仍同。尤其在中斷了62年的漫長歲月中，兩岸印鈔事業在長期分治後，各自的組織發展與經營模式演變有何異同，國內相關研究相當稀少，此乃為本研究的動機與目的。 本研究運用文獻分析法及深度訪談法，藉由兩岸印鈔企業文獻資料的文獻加以比較，其中歷史文獻為相當重要的連結。並透過訪談兩岸相多位關人士及對鈔券有深度研究的學者，佐以相關理論進行研究分析。 經由文獻與訪談分析後，本研究發現兩岸印鈔事業在企業組織、經營模式、企業文化等方面大多不同。透過本研究，可對中國大陸印鈔企業有更多的瞭解，並藉此能更深一層的瞭解中國大陸印鈔事業的運作情形，俾能為兩岸印鈔廠經營提供建議。 / In recent years, the cross-strait relationship between Taiwan (ROC) and China (PROC) has evolved from political hostility and stalemate into intense economic interactions. However, as the legal tender producers of both sides, Taiwan’s Central Engraving and Printing Plant (CEPP) and China Banknote Printing and Minting Corporation (CBPM) are identically rooted while have been isolated from each other since the communist victory in 1949 in the Chinese Civil War. Except a few brief contacts during the international conferences or exhibitions, these two organizations barely have any interactions. To date, there is little study on the comparison between CEPP and CBPM with the focus on their organizational developments and business models, and thus motivates this research project. In this research, literature Analysis and In-depth Interview were used. We reviewed documents regarding CEPP and CBPM, especially by addressing the critical events and commonality between their historical documents. In addition, we interviewed the officials of CBPM who were invited to visit Taiwan and scholars who have profound knowledge in printing banknotes, security documents and government documents. Based on the documents and interviews, we analyze the organizational development and business models of CEPP and CBPM respectively with related theories. Through the analysis of the literature and interviews, this study found that the two sides of banknote printing career in business organization, business model, corporate culture, are mostly different. Through this research, we expect to have better understanding about CBPM and will be able to explain the rationale of its business model and the causality of its rapid organizational development. Consequently, this in-depth understanding should be helpful in providing CEPP with valuable references and suggestions.

近年來，智慧財產議題在西方國家受到極大的重視，然而現在亞洲國家，如日本、韓國以及台灣也開始關注智慧財產權。智慧財產權對於創作人或發明人而言，能夠給予他們一段時間的壟斷或保護，使其取得一定的報酬；對於企業而言，智慧財產權訴訟能夠讓企業擁有持續性的競爭優勢，並保障其在某個市場區段的獲利。因此，小至個人、大至企業、國家，都會因為智慧財產權制度的發達而受益。 除此之外，智慧財產也開始以交易標之姿展現其價值，企業或是獨立專利權人授權其專利或是各項智慧財產以獲取利潤。即使智慧財產之交易日益興盛，但公開透明的交易市場卻遲遲未出現。顯然在智慧財產之商業環境的建構上我們依舊有所闕漏。為了活化無形資產之交易市場，我們必須要發展出一套關於授權策略之理論，才能更有效率地管理各式無形資產。 然而，在多數的文獻當中都將授權行為視為法律議題，而非商業考量。但事實上契約雖然是以法律形式存在，但背後之動機卻是出於企業之商業考量。若單純就法律觀點來探討此議題，恐會造成對於企業授權策略之研究之不足，因此本研究將從管理的觀點出發探討授權策略並釐清其與企業經營模式間之關係。 植基於此，本研究選擇了IC產業中11家績效良好的矽智財供應商作為研究標的，在該領域中授權交易已經行之有年且市場建構完備。並透過訪談相關實務界人士以及蒐集研究標的公司之年報、報章雜誌以及網站資訊等次級資料進行分析，得出目前矽智財供應商主要的經營模式共可分為四類，並逐一解析各種經營模式有何異同。除此之外，更擷取出授權策略之組成亦可分為四個元素，以及分析企業之經營考量如何影響到在各項元素上選擇。 / In decades, intellectual property has got a lot of attention in the Western world. Now Asian countries such as Japan, Korea and Taiwan start to pay attention to this issue. Intellectual property rights grant patentee the exclusive rights for a period to perform his innovations, which can reward himself. For enterprises, intellectual property litigation has become a tool to sustain competitive advantages, and protect the profitability. In this case, the whole society will gain benefit from the intellectual property. In addition, intellectual property has proved itself as an exchange object , firms or individual patentees licensed their patents or other intellectual property to get revenue. Although the transactions has been carries out more and more frequently, the open , transparent exchange market of intangible asset is still not rising. Obviously , we still have to make much effort on improving business environment. In order to active the intangible property market, we must develop the theory of licensing strategy to manage the intangible assets orderly. However, in most of literature, license has been considered as a legal issue, instead of a business one. Contract itself is legal terms, but in fact, licensing strategy origin from firm’s business consideration. So we need to research this issue form managerial perspective to gain more understanding about licensing strategy. On the basis, this study will discuss the issue from managerial perspective, and clarify the between patent licensing strategy and business model. This study selects 11 leading SIP providers as research object, which had built a well-developed licensing market. By interviewing practisers and collecting, analyzing targeted firm’s annual reports, newspapers, website information etc. , the consequence reveals that the business model of SIP providers can be divided into four categories, and figure out the difference between the four ones. In addition, this study extracts four elements that comprise licensing strategy, analyzing how business model affects licensing strategy.

GEISAI自2001年開始，以每年兩次的頻率於日本舉行，至今已逾十年，2009年起原裝移植台灣，於台北市中心華山1914文創園區盛大開辦。GEISAI中文翻譯為「藝祭」，命名取自美術大學學園祭，由日本當代藝術家村上隆所領導的Kaikai Kiki公司所主辦，為一個讓各式各樣的藝術家齊聚一堂一同展覽的藝術活動。它不僅是「挖掘夢想出道藝術家的場所」，同時也是個「像跳蚤市場一樣輕鬆展示買賣藝術作品的場所」和「跟已開創的美術界接軌的新起點」。 時至今日，GEISAI儼然已成為台灣藝術家每年的一個重要活動。GEISAI最吸引人的莫過於其「無先前審查制度」，以及「黃金評審團」，提供藝術家、藝術相關人士與一般藝術迷相遇的場所，不僅給予對藝術有熱情者展演舞台，也造就了許多藝術新秀。 本研究得出幾點結論如下： 1. GEISAI的核心價值主張十年來皆本著「如何建立東方新型態的藝術市場」的態度去執行，從未改變。台日GEISAI由於國家習慣、資金組成不同，而有相對應的舉行方式。 2. 活動若能長久經營，必須堅持一核心的價值主張。明確的價值主張除能使活動更為聚焦外，也能持續吸引未被滿足的潛在消費者加入。 3. 具強烈信任感、合作無間的執行團隊為活動長期經營的要件之一。 4. 對實質付出大於無形收穫的活動而言，理想的堅持是持續經營的原動力。 / Since 2001, GEISAI has been held bi-annually in Japan for over 10 years. It took place at Huashan1914 Creative Park in Taiwan since 2009. The name GEISAI is derived from the Japanese word for "art festival." Such festivals would typically take place within a university or art school. It held by Kaikaikiki Co., Ltd belongs to Takashi Murakami. GEISAI presents a new art-collecting concept, allowing artists to exhibit their own works directly. It is a place where new artists can make their mark, where art work can be easily traded, and where the new and old can connect. Nowadays, GEISAI became an important activity of artists every year. The most attractions of GEISAI are "Non-Entry-Requirement" and "All-Star panel of judges". GEISAI provides a place where many artists gather to exhibit their works. It also provides artists and fans a place to meet face-to-face. More importantly, GEISAI provides new artists show-off opportunities and creates many new stars of art. The conclusions of this research can be summarized as below: 1. The core value proposition of GEISAI is based on "how to establish new ear art market" for 10 years. GEISAI&GEISAI Taiwan held in different way due to their national habit and capital composition. 2. Activity has to insist on its core value for the sustainable development. Specific value can not only focus on the activity but also attract unsatisfied potential customers continually. 3. A team with strong faith and cooperation is one of the key factors of sustainable development. 4. As an activity which its tangible devotion is more over than intangible income, the insist of ideal is the motivation of sustainable development.

新興市場正快速的累積經濟實力。新興市場成為企業下一波的重要成長動能，但其具備貧富差距大、所得不穩、生活差、基礎建設落後、對產品服務不熟悉…等特點，舊商業模式窒礙難行。企業為掌握新興市場全新挑戰，回應企業社會責任超越的要求，企業必須著眼這些獨特的利害關係人，從商業模式的創新來創造利潤及包括社會利益的共享價值，創造共贏局面。本研究運用聯合國開發計劃署(United Nation Development Programme, UNDP)的個案庫來檢視World Economic Forum(2009)提出的新興市場新商業模式的觀點，並經由個案的探討歸納新商業模式組成的本質的改變還有管理的意涵。 新商業模式設計觀點包含「可負擔的使用權」、「槓桿運用社會隱藏資產」、「建構公共財之間的橋梁」、「在地化規模與規模化經濟的平衡」、與「影響力治理」。新的觀點使舊商業模式的組成產生質變。從「強化生活機能價值」出發，新商業模式必須1)提供貼近當地水準的價格；2)替當地量身打造產生獨特的產品及服務；3)自給自足。以「教育的行銷與溝通」企業得1)運用正式控制以外的企業實質影響力建立信任；2)運用關鍵人物建立口碑；3)傳達商業模式利益，來將企業從價值的提供者轉換成價值的連結者並且建立信任，透過「重塑跨邊界的立體價值鏈」企業必須1)連結當地生產活動；2)善用當地的固有配銷體系；3)跨越基礎建設限制。建立「創意式的合作關係」來提供信任、永續、自給自足的商業模式。新商業模式開展需要「釋放組織束縛」的支援，企業勢必1)展現高階管理階層承諾；2)建構彈性可調整模組化的團隊；3)建立清楚的目標價值及短期戰果。 企業必須跨越組織的迷思與規模的迷思，並接受新興市場的消費者獨特的需求(低價、高品質)、運用影響力而非正式的控制體系、從價值的提供者轉換為價值的連結者。才能夠有效的接觸到下一個百億商機。

Throughout the history, different types of businesses have reflected the zeitgeist of the specific era. Today, the globalization has led to the rise of the third wave of internationalization, which has increased the importance of emerging markets in the global business environment. An additional global trend that reflects today’s businesses is to fulfill social purposes along with making profit. The latter global trend entails the rise of the social sector in industrialized countries, including social enterprises. There is currently no universal definition of social enterprises as well as a lack of theoretical contribution on those; however, there is a lot of passion for the topic. In Sweden, social enterprises are associated with work integration social enterprises (WISEs), although other types of social enterprises exist, for example those finding opportunities in social issues in emerging markets. The purpose of this thesis is therefore to increase the holistic awareness for a wider concept of social enterprises in Sweden. To be able to increase this awareness, the aim is to examine how Swedish social enterprises turn social issues in emerging markets into business opportunities. It is further interesting to emphasize the challenges social enterprises are facing, as well as how they use their business models and strategies inorder to cope with the challenges. This study is carried out through a qualitative case-study of three Swedish social enterprises that are or were operating in emerging markets to some extent. Semi-structured interviews were conducted with one representative from each enterprise. The findings show that social enterprises have the ability to turn social issues into business opportunities. In addition, being able to balance making social impact with profit-making is one main challenge for Swedish social enterprises, especially in emerging markets as the enterprises’ core mission might be questioned regarding who their operations will benefit. The findings of this thesis have also shown that social enterprises commonly are taking the whole value-chain into account. Furthermore, as emerging markets are fast-changing and uncertain, it is difficult to plan ahead for what to come. Finally, as this thesis’ purpose states, it is thus crucial to increase the awareness and knowledge of these kinds of social enterprises since this will help them improving and increase their social impact.

In connection to the increasing awareness of vehicles and its impact on the environment, the interest in the electric vehicle market has shown a significant growth in the recent years. According to forecasts, it is also projected to increase further in the future. These electric vehicles are driven by lithium-ion batteries with an expected service life of 5-15 years depending on different technology generations and design concepts. After the given service life, the battery has lost approximately 20 percent of its capacity and is no longer permitted to be used in its original application area again, out of safety reasons. Although the retired battery pack is not suitable for vehicles, its remaining capacity can still be utilized in other applications. Hence, the term second life has become a common subject in the automotive industry, where companies are trying to find new application areas for the retired electric vehicle battery packs. Common methods regarding second life of electric vehicle batteries are processes such as remanufacturing, repurposing and re-use. These presented second life methods are from a reverse logistics perspective. Second life alternatives enable a better sustainability and reduces the environmental impact by re-using and recycling existing materials.   In this thesis, the authors examined different second life concepts with the same prerequisite, an electric vehicle lithium-ion battery pack with an energy capacity of 20 kWh. The project has been conducted in a company that is one of the leading manufacturers in the heavy-duty industrial vehicle industry, which currently is developing their electric vehicle machines. Several different concepts have been generated and analysed to find the most applicable business model concepts from a second life perspective. The purpose has been to investigate and calculate which of these business model concepts are most feasible from an economic and a reverse logistics perspective. In order to fulfil the purpose, the following research questions have been formulated:   RQ1: Which secondary use business model concepts are feasible for battery packs of electrified machines? RQ2: Out of the above identified concepts, which business model concept is economically feasible and how can its reverse logistic be composed?   In order to answer the research questions, the authors have analysed different cost aspects and forecasts based on existing research and case company data. This is performed to develop the most profitable concepts based on the collected data, where the generated ideas concluded in three final concepts. For these concepts, individual business model canvases were created to illustrate all important parts of the concepts. The thesis resulted in an economic analysis of the three concepts, visualizing function diagrams and comparing them to each other, to identify the most applicable concept for the case company. The remanufacturing concept proved to be the most applicable one, where its associated reverse logistics and recycling process were investigated and determined. In conclusion the thesis can firstly contribute to future research by the created process map that companies can use and apply in their second life process, correlated to the managerial implications. Secondly, the remanufacturing concept can be a potential future investment for the case company, considering all valuable factors that have been analysed throughout the thesis.     Keywords: Battery pack, Battery secondary use, Business model, Reverse logistic, ESS, Remanufacturing, Battery repurposing, re-use, Battery second life economic analysis.