This thesis examines and provides insight into the financial services industry and how the new payment services directive, PSD2, may come to change consumer behaviour and thereby the industry. The research is exploratory and relies on a quantitative consumer-facing survey as well as four semi-structured interviews with representatives from some of Sweden's largest banks and third party payment providers. The results show that it is likely that the increased competition will open up the market for new actors in the market acting as financial marketplaces thereby leading to minimising the tradeoff between simplicity and multiple providers. As such, in the future we will likely see less consumer loyalty and more focus on the individual products and services as opposed to who is providing them. / Detta examensarbete undersöker och ämnar att bidra med insikt i den svenska finanstjänstesektorn och hur det nya betaltjänstdirektivet, PSD2, kan komma att förändra konsumentbeteenden och därmed branschen. Arbetet är explorativt och utgår från en enkät riktad till konsumenter samt fyra stycken semi-strukturerade intervjuer med representanter från några av Sveriges största banker och tredjepartsaktörer. Resultaten visar att det är sannolikt att ökad konkurrens kommer att öppna upp marknaden för nya aktörer att verka som finansiella marknadsplatser vilket minimerar kompromissen av att välja mellan enkelhet och flertalet leverantörer. Följaktligen kommer vi sannolikt se mindre konsumentlojalitet och mer fokus på de individuella produkterna och tjänsterna snarare än leverantör.

由於目前台灣圖書出版業受到各種因素的影響，像是景氣持續衰退、原物料上漲、新書出版量增加但同時退書率卻也升高、出版業家數眾多、替代品的威脅、網路科技帶來的閱讀習慣改變等等因素，讓業者的經營陷入更困難的環境之中。而高退書率與高暢銷書銷售數字，讓圖書的銷售也朝向兩極化的發展。 本研究以圖書出版業為中心，暢銷書本身的價值流程作為研究對象，試圖透過資料收集、訪談、歸納整理、分析等等方式與步驟，找出價值鏈中暢銷書之關鍵成功因素(key success factor)。同時，也以實際的《藍海策略》一書為個案，透過深度訪談來了解該書從「市場調查」、「選書與作者」、「圖書編務」、「印務工作」、「行銷活動」及「物流/資訊流」等價值鏈活動中，運用了哪些關鍵成功因素讓個案本身成為暢銷書。 暢銷書的關鍵成功因素大致分為評估方式與行銷手法兩大類。 (一) 評估方式 一本書是否能具有成為暢銷書的潛力，可以從以下的四個方面來進行評估與衡量：一是目標市場；二是作者與書；三是與環境和需求的連結程度；四是與出版社屬性的關聯性。 1. 目標市場：包含目標市場規模、競爭品的供應量、價格和型式為主要的評估依據。 2. 作者與書：作者的知名度、書名和主題、封面設計、推薦人的知名度、內容特色與扎實、國外暢銷程度，以及特殊榮譽的加持等則為考量能否為暢銷書的重要因素。 3. 與環境和需求連結：包含要能滿足實質或心理需求以及打造說服主題。 4. 出版社本身的屬性：以出版社本身的目標策略、條件與資源作為選擇暢銷書內容物的依據。 (二) 行銷手法 暢銷書的行銷手法，以話題性書籍為主要考量的前提下，可以透過：製造話題來引發報導、密集曝光用來刺激購買意願、舉辦系列論壇演講、異業結盟藉此擴大市場規模，還有藉由慎選通路將資源集中在多數目標客源聚集的管道上等等方式來做。 透過對個案《藍海策略》一書的研究後發現，該書在書名和主題、封面設計、內容特色與扎實，以及國外暢銷程度上面具有一定的優勢；該書的主題獨特，作者寫的內容簡潔有條理，並且在國外出版後造成熱銷。而在行銷手法上面，則是具備強有力的行銷活動，讓書本身在上市後短時間內能夠引起很多人以及企業主的注意；透過雜誌、報紙還有電視等媒體做宣傳，結合國內產業的實際個案以及當時的社會現況，把該書的主要論述加以結合起來，作為一個報導的題材，能夠引發顧客的注意與引起顧客的共鳴，進而產生想要購買的慾望。也就是說，在價值鏈上，個案在「行銷活動」上產生極高的暢銷價值，再來就是在「選書與作者」這價值活動上也有不錯的表現。

Submitted by Maura Papa (papamaura@gmail.com) on 2017-01-12T16:22:09Z No. of bitstreams: 1 Dissertação MPGI - Maura Papa.pdf: 2367284 bytes, checksum: b970775c55a3786469561a358052e900 (MD5) / Approved for entry into archive by Josineide da Silva Santos Locatelli (josineide.locatelli@fgv.br) on 2017-01-12T16:58:56Z (GMT) No. of bitstreams: 1 Dissertação MPGI - Maura Papa.pdf: 2367284 bytes, checksum: b970775c55a3786469561a358052e900 (MD5) / Made available in DSpace on 2017-01-12T17:04:15Z (GMT). No. of bitstreams: 1 Dissertação MPGI - Maura Papa.pdf: 2367284 bytes, checksum: b970775c55a3786469561a358052e900 (MD5) Previous issue date: 2016-12-13 / The case is meant to give readers an overview about the concept of Blue Ocean Strategy. Throughout the text hints about what this strategy refers to are given. By knowing the traditional strategic concepts – those that are usually applied in “Red Oceans” – the reader should identify and distinguish them from the Blue Oceans concepts and tools and therefore be able to analyse the case from a different strategic perspective. Recognized examples of Blue Oceans are also given in the Appendix to the case. By learning what a Blue Ocean is, readers should then decide whether the case provided can be considered an example of it or not. The case starts with a brief description of the company, how it was created, how the founders got the idea of the innovative business model and how they developed it. The case describes a situation where the founders themselves discuss about whether their company can be considered an example of Blue Ocean or not. The case follows with other examples of well-recognized Blue Ocean Strategies, to help the reader make comparisons and decide whether the company can be considered itself as another example of it. Last, some possible questions, and suggestions on how to solve them, are provided. Here the reader can reflect again on the Red Oceans tools and see how these are differently applied in Blue Oceans kind of strategies. / O caso destina-se a dar aos leitores uma visão geral sobre o conceito de Estratégia do Oceano Azul. Ao longo do texto dicas são dadas sobre o que esta estratégia se refere. Ao conhecer os conceitos estratégicos tradicionais - aqueles que são geralmente aplicados em "Oceanos Vermelhos" - os leitores devem identificá-los e distingui-los dos conceitos e ferramentas dos oceanos azuis e, portanto, ser capazes de analisar o caso de uma perspetiva estratégica diferente. Exemplos conhecidos de Oceanos Azuis são dados nos Apêndices do caso. Ao aprender o que é um oceano azul, os leitores devem decidir se a empresa pode ser considerada um exemplo dou não. O caso começa com uma breve descrição da empresa, como ela foi criada, como os fundadores tiveram a ideia para a criação de um modelo de negócios inovador e como eles desenvolveram a companhia. O case descreve a situação onde os próprios fundadores discutem se sua empresa pode ser considerada um exemplo de Oceano Azul ou não. O caso continua com outros exemplos reconhecidos de estratégias de Oceano Azul, para auxiliar o leitor a realizar comparações e decidir se a empresa pode ser considerada um caso. Por último, questões e sugestões de como resolver os questionamentos, são disponibilizadas. Assim o leitor pode refletir novamente sobre as ferramentas de Oceano Azul e ver como elas podem ser aplicadas a diferentes tipos de estratégias.

This thesis tries to prove a functioning of the Blue Ocean Strategy on the case of Europen low-cost air transport. Through the Blue Ocean Strategy´s Analytical Tools and Frameworks, specifically with the help of the Strategy Canvas, the Four Actions Framework and the Eliminate-Reduce-Raise-Create Grid, it is proven that the strategy introduced by the airline Ryanair in the nineties of the twentieth century corresponds to the Blue Ocean Strategy. Through the same Analytical Tools and Frameworks and a comparison of business models of three low-cost airlines also the time validity of the Blue Ocean Strategy is proven in this case. The functioning of the Blue Ocean Strategy on the case of European low-cost air transport was verified.

The main goal of the thesis is to analyze a business project TamTam. The partial aim is to confirm respectively to refut the presumptions that were set by the co-founders of the project. Another goal is to evaluate the feasibility of the current strategic plan. If the current strategic plan shows to be unfeasible, an alternative strategic plan with a different business model will be proposed. The theoretical part describes the methods which are used in the practical part. The practical part analyzes the market with Vietnamese entrepreneurs. The companys financial position will also be evaluated with suggestions for improvement. In the last chapter, an alternative strategic plan is drafted and recommended. Analytical conclusion of the alternative strategic plan is measured against ROE, EVA, net present value and SWOT analysis.

Актуальность темы: в современных условиях пандемии и сложившейся напряженной конкурентной борьбы возросла роль стратегического планирования, которое определяет жизнеспособность и стабильность работы предприятия. Цель – разработка методического подхода и практического инструментария для реализации антикризисной стратегии компании на основе стратегии «голубого океана» с применением технологий проектного управления. Задачи: изучить теоретические аспекты базовых стратегий вывода компании из кризиса и проектных технологий в реализации стратегии; проанализировать внешнюю и внутреннюю среды компании и обосновать необходимость перехода к стратегии «голубого океана»; разработать проект по внедрению антикризисной стратегии компании и сделать рекомендации по снижению рисков проекта. Научная новизна работы заключается в дополнении существующих антикризисных маркетинговых стратегий стратегией «голубого океана»; адаптации стратегии «голубого океана» в качестве антикризисной стратегии фирмы; совершенствовании методики внедрения стратегии «голубого океана» за счет применения технологий проектного управления. Предложенная совокупность методов является основой разработки и процесса внедрения антикризисной стратегии ИП Карамышева С.В. Также предложенные методы могут быть применимы компаниями, которые находятся в поиске возможностей роста, желающих повышать ценность своих товаров и услуг для потребителей, избегая прямой конкурентной борьбы. В результате решения поставленных задач были получены следующие выводы: В качестве альтернативной антикризисной маркетинговой стратегии была рассмотрена стратегия «голубого океана» и аналитический инструментарий, необходимый для разработки стратегии: как стратегическая канва, модель четырех действий, решетка «упразднить – снизить – повысить – создать». Основываясь на основных ценностях потребителей, была определена необходимость в создании продукта, отличающегося красочным и привлекательным внешним видом и натуральным составом без использования синтетических добавок. Выбранная стратегия «голубого океана» позволяет вывести предприятие из кризисного положения путем реконструирования границ рынка, а также дает возможность компании осуществлять рыночную деятельность, уклоняясь от дорогостоящей прямой конкурентной борьбы. А использование технологий проектного управления при разработке антикризисной стратегии – осуществлять процесс внедрения и разработки одномоментно, что крайне необходимо в условиях кризиса. В рамках данной магистерской диссертации на основании создания новой стратегии компании были даны рекомендации по реконструкции границ рынка, заключающиеся в открытии нового целевого сегмента рынка, изменении функциональной и эмоциональной привлекательности продукта для потребителей, а также расширению каналов распределения продукта. / Relevance of the topic: in modern conditions of a pandemic and the current intense competition, the role of strategic planning determines the stability and stability of the enterprise. The goal is to develop a methodological approach and practical tools for the implementation of the company's anti-crisis strategy based on the “company strategy” strategy using project management technologies. Objectives: to study the theoretical aspects of the basic strategies for getting the company out of the crisis and project technologies in implementing the strategy; analyze the external and internal environment of the company and justify the transition to the "blue ocean" strategy; The project is a project to implement the company's anti-crisis strategy and make recommendations to reduce project risks. The scientific novelty of the work lies in the expansion of the implementation of anti-crisis strategic strategies of the "blue ocean"; adapting the blue ocean strategy as a firm's anti-crisis strategy; improving the methodology for implementing the "blue ocean" strategy through the use of project management technologies. The proposed set of methods for the development and implementation of an anti-crisis strategy SP Karamysheva S.V. Also, the proposed methods can be applied, which are achieved in the search for growth opportunities who want to increase the value of their goods and services for consumers, avoiding direct competition. As a result of solving the tasks, the following conclusions were obtained: As an alternative anti-crisis marketing strategy, the strategy of the “blue ocean” and the analytical tools necessary for developing a strategy were considered: as a strategic canvas, a model of four actions, a lattice “abolish - reduce - increase - create”. Based on the core values of consumers, the need was identified to create a product that has a colorful and attractive appearance and a natural composition without the use of synthetic additives. The chosen strategy of the “blue ocean” allows the company to get out of the crisis situation by reconstructing the boundaries of the market, and also enables the company to carry out market activities, avoiding costly direct competition. And the use of project management technologies in the development of an anti-crisis strategy is to carry out the process of implementation and development at the same time, which is extremely necessary in a crisis. Within the framework of this master's thesis, based on the creation of a new company strategy, recommendations were given for the reconstruction of the market boundaries, which consists in opening a new target market segment, changing the functional and emotional attractiveness of the product for consumers, as well as expanding the product distribution channels.

九十四年我國財產保險業之簽單總保費收入為新台幣1,185.02億元，其中汽車保險之簽單保險費收入為新台幣588.62億元，占我國財產保險業簽單總保費收入的49.67%，故汽車保險之簽單保險費收入於九十四年居財產保險市場各險種之冠。同時汽車保險業務量占全體產險業務量的比重，一直維持在45%-50%之間，由於汽車險業務量之消長連帶影響各產物保險公司的現金流量及公司在市場的排名，故汽車保險業務的經營深受各產險公司老闆的重視。 我國汽車保險業務的來源可分直接通路及間接通路兩種，間接通路來源的業務量占全部汽車險業務量的40%，其中汽車經銷商保險代理人(簡稱車商保代)及經紀人的業務來源就占有30%。 台灣汽車險市場各保險公司的市場占有率，經過產險同業大家多年的努力經營，已大致固定。由於車商保代及經紀人的業務大都屬新車業務，故其業務量占汽車險市場新車業務量的比重甚大，因此遂為每家保險公司業務經營極力爭取的對象。再者必須注意的是汽車險商品因受到過往規章費率的影響，同質性很高，在無法明顯區隔市場的情形下，保險公司如欲增加業務量，最迅速有效的方式就是提高佣金及配合車商保代的要求，搭配一定比率的回廠維修率。此種「蠟燭兩頭燒」的業務經營，在社會經濟景氣時，保險公司尚可依靠投資收益來挹注增加的成本，但景氣不好時，保險公司的負擔將會超過其所能承受的部份，導致經營產生虧損或發生危機。此由寶來證券集團在中央產物的經營汽車險業務，因經營結果與其預期不一致時，最後轉手美商AIG集團，即是最佳寫照。 本篇論文主要係在探討競爭市場下汽車險業務經營管理策略，並以寶來證券集團在中央產物經營汽車險業務的結果為個案研究。首先介紹台灣汽車險市場的現況，接著並就費率自由化的實施，探討其對台灣汽車險市場的影響，同時也針對汽車險市場經營的瓶頸加以瞭解及提出解決之道，筆者也藉此提供個人的些微建議，希望能對政府擬訂監理政策及產險同業透過汽車險業務經營策略的再思考，藉由創新商品的開發及行銷通路的多元化等多方的努力，以對開創台灣汽車險業務經營的藍海策略有所助益，是本篇論文提出的最主要目的。 / In 2005, the written premium of automobile insurance was NT$ 58.87 billion, occupied 49.67% and the majority part of the written premium of non-life insurance in Taiwan（the written premium of non-life insurance was NT$ 118.5 billion in 2005）. In the meantime, the business portfolio of automobile insurance to non-life insurance remain at 45%-50% steadily. Because the growth and decrease of business portfolio of automobile insurance will significantly influent the ranking and the cash flow of non-life insurance companies, the owners of non-life insurance companies pay highly attention on the operation of automobile insurance. In Taiwan, the source of automobile insurance can be divided into two parts: direct market approach and indirect market approach. Indirect market approach contributed 40% business income, and the automobile insurance agents contributed 30% premium income. The market share of non-life insurance business is approximately fixed. Due to the business scope of automobile insurance agents and brokers are selling the new cars, the non-life insurance companies give ultimate efforts to attract them. Moreover, we must pay attention on the fact that the automobile insurance commodities is homogeneous, the reason is affected by the tariff of regulator, therefore, under the premise that the market can’t be obviously divided, if the insurance companies still intend to raise its’business portfolio, the most rapid and efficient way is to lift up commission to match the commission requirement of automobile insurance agents, and to collocate with certain ratio of damaged car requiring and/or regular maintence. This kind of operation mode makes insurance company can cover the cost by its investing profit while economic boom, but will overload while economic depression, then causing operating crisis. The most conspicuous case is that the Polaris Securities Group sold Central Insurance Company（CIC）to AIG Group while Polaris Securities Group found the operating results of automobile insurance business in CIC was inconsistent with its anticipation. This thesis mainly discusses the operating and management strategy of automobile insurance in a competitive market, and give an example by Polaris Securities Group’s running automobile insurance business in CIC for case study. The thesis first introduces the current condition of Taiwan automobile insurance market, then probe into the influence of rate liberalization to the said market. Simultaneously, to understand the predicament of automobile insurance market and bring up the possible solution. The author provides some suggestions for government agency to draw up supervisory policy and for non-life insurance companies to set up operating strategy. By the way of innovating insurance commodities and diversifying marketing routes, the author hopes that it will helpful to jointly inaugurate the“Blue Ocean Strategy”of the operation of Taiwan automobile insurance. It’s the main goal of this thesis.

The concept of open banking is on the rise in the financial industry. Not only are banks taking an interest in this topic, but many financial technology start-ups are developing as well. One particular player can be considered challenger banks; they have gained a high degree of digital competence and agility to adapt to changes in the industry. As a result of this trend, these financial players raise the question of what the opportunities are. This study aims to identify potential opportunities for challenger banks and to provide a practical model for companies to assess the opportunities. The results of the study show that the opportunities can be divided into three segments: personalized banking services; modularity; as well as embedded finance. Finally, an opportunity evaluation canvas was developed, providing banks a systematic and comprehensive model to evaluate an opportunity. / Begreppet open banking är på frammarsch inom finansbranschen. Ämnet intresserar därmed såväl bankerna som många nystartade företag inom finansteknologi. En aktör är så kallade utmanarbankerna; de sitter på en hög grad av digital kompetens och flexibilitet vad gäller förändringar i branschen. Som ett resultat av denna trend väcker dessa finansiella aktörer frågan om vilka möjligheter som finns. Den här studien syftar till att identifiera potentiella möjligheter för utmanarbanker, samt att tillhandahålla ett praktisk ramverk inom vilket företag kan bedöma dessa möjligheter. Resultaten visar att möjligheterna kan delas in i tre kategorier: personliga banktjänster; modularitet; samt plattformar och ekosystem. Slutligen utvecklades en utvärderingsmall för möjligheter, som ger bankerna en systematisk och omfattande modell för att utvärdera en möjlighet.

中國經濟最近二、三十年一直保持高速增長的趨勢，尤其是2006至今中國股市的井噴式發展，為中國資本投資市場帶來巨大發展機遇的同時，也帶動了相關產業的發展，如家居零售業就存在著顯著的連動效應。一方面，持續的牛市給股民帶來了高收益，提高了潛在消費者的購買力；另一方面，投資市場的發展也為家居業融資提供了便利。但是，中國家居業市場現有的行銷通路策略，存在嚴重的趨同性，眾多廠家依靠幾乎雷同的通路策略進行著殘酷的零和博弈競爭。家俱工廠，都必須依靠幾家大規模的大型家具賣場通路為載體在裡面開店，方能順利行銷自己產品到客戶手上，家具工廠產品通常交由經銷商在各城市代理販售，或開自營店，若有家俱工廠和家具大賣場因為經銷商的資訊不對接，家俱工廠可能就會失去黃金店面，壓縮到自己生產的傢具品牌空間通路。近年中國火熱的零售通路家樂福、大潤發、沃爾馬，馬不停蹄的在中國展店分食上千億人民幣的量販銷售額，家居業能否藉由前述迥異的通路模式，並充分發揮工廠本身有的資源基礎與核心技術，進而探索出一種創新的行銷通路模式，為顧客創造更高的讓渡價值的同時，擺脫殘酷的紅海競爭，成為家居業競爭參與者面臨的一大挑戰。本文以傢俱工廠T公司為例，通過對其行銷通路策略的綜合系統分析，從傳統家居商場到零售通路的量販店中展店，探索出一套適合中國市場的行銷通路創新模式。 本文分六章，第一章是本文的緒論部分，介紹研究背景及意義，並對相關概念進行界定，提出本文的研究思路和方法，以及文章的結構安排和創新之處。在第二章中主要對資源基礎理論、藍海策略及創新理論等文獻進行了綜述，作為整篇文章的理論支柱。第三章介紹了中國零售業市場的發展概況，著重分析了中國市場量販店發展的情況，為後面提出行銷通路創新提供背景與動機。第四章分析了中國家居業市場現行的幾種主要的行銷通路模式，並綜合分析其特點。第五章以T公司為例提出為何開創新通路及其在中國市場行銷通路模式創新實務。第六章結論與建議。 / In last decade, China's economy kept growing at top speed. The booming stock market, while bringing the enormous opportunity for the Chinese capital market development, has driven the development of relevant industries too. The effect on furniture business is absolutely apparent. On one hand, the bullish stock market has brought high returns to stock holders, while raising the purchasing power of potential consumers. On the other hand, the development of capital market has offered the convenience to financing in furniture business too. However, the homogeneity and zero-sum game of marketing strategy in furniture business is serious enough to be a catastrophe to everyone concerned. In order to approach potential customers, the furniture factories must all rely on several sales channels of high market share to run their own shops inside. Furniture factories usually have their own distributors to promote their sales, or run their own shops. If there is information asymmetry between the furniture factories and sales channels, the furniture factories will encounter the possibility of the loss of shop presence and brand damage. In recent years, Carrefour, RT-Mart, and Wal-Mart develop their own sales channels in China at high speed in order to share the millions of dollars market. How to take advantage of the above-mentioned sales channels and leverage their own resources and core competence to create innovative sales channels, while offering higher value for the customers and getting rid of the cruel Red Sea competition is a challenge to the furniture factories and every participant concerned nowadays. This text takes furniture factory T Company as an example, through comprehensive and systematic marketing strategy analysis, and researches on T Company’s traditional sales channels and new sales channels within retailing chains, to explore a set of sales channels innovation model which is suitable for the Chinese market. This research consists of six chapters. Chapter one which is an introduction part mainly focuses on the basis of the selected title and related definition, introduces relevant concepts, ways of thinking and method studied, and last but not least recommends the thesis structure and its possible innovation. Chapter two is literature review and comment. Representative figures, relevant fields of the thesis and their research results are reviewed on a chronological basis, including several following respects: Resource-Base Theory, Blue Ocean Strategy, and Innovation Theory. Chapter three is the development overview of Chinese retailing business and also analyzes the development of hypermarkets in China emphatically in order to illustrate the background and motive for sales channels innovation. In Chapter four, this research analyzes existing models of sales channels and its characteristics of Chinese furniture business comprehensively. Chapter five takes T Company as an example and further elaborates its strategy and operation on the innovation of sales channels construction. Chapter six is the conclusion and follow-up study suggestion.