This thesis examines the microeconomic consequences of the arrival of open source in the software market. Specifically, it analyzes three features of open source software by using specific models of industrial organization. Open source software is free, and may be modified or duplicated by anyone. The first paper studies the entry of an open source software in a closed source software market. Using a model of horizontal differentiation, the analysis considers a closed source firm's investment in the quality of its software. The introduction of open source on the market reduces the firm's investment in quality and increases the price of its software. Moreover, the entry of open source software may reduce consumer welfare. Post-entry by an open source software, the reduction in market share lowers the firm's incentive to invest in quality. The second paper features vertical differentiation to study a monopolist selling supporting product to its software. The study begins by contrasting the supply of support by an open source provider and a closed source vendor. The model shows that in both cases the levels of support offered are the same. In addition, consumer welfare is higher and profit lower under an open source software. Then, the paper considers the competition in the provision of support. Here, the supply of high level support is greater than under a monopolist. Finally, the monopolist adopts a dual licensing strategy to extract more surplus from developers interested in modifying open source software and redistributing the resulting product. This technique, when the developers place high value on the source code, generates more profit if the monopolist chooses to publish as open source rather than closed source. The last paper studies how a closed source firm is affected by the introduction of an open source benefiting from contributions by users. A vertical differentiation model is used, and reveals that, when contribution of users is present, the closed source vendor may lower its price to a level where it forces the open source out of the market. The firm's lower price not only increases demand for its software, but also induces consumers into switching from open to closed source software therefore reducing the contribution of users. / Les logiciels libres sont uniques en leur genre\ : non seulement sont-ils distribués gra-tuitement, mais on peut aussi les modifier et les copier. Cette thèse étudie l'impact de ces propriétés du logiciel libre sur la compétition et sur les entreprises de logiciel propriétaire. Des modèles propres à l'organisation industrielle sont utilisés. Le première étude examine l'arrivée d'un logiciel libre sur un marché occupé par un logiciel propriétaire. En utilisant un modèle de différenciation horizontale, le papier consi-dère une firme propriétaire qui investit dans la qualité de son logiciel. L'arrivée d'un logiciel libre cause l'entreprise du logiciel propriétaire à réduire le niveau de son investissement et à augmenter le prix de son produit. Il s'avère alors que l'introduction du logiciel libre sur le marché réduit l'investissement de l'entreprise et engendre même l'augmentation du prix du produit. De plus, l'arrivée du logiciel libre peut réduire le niveau de bien-être des consommateurs. Comme le logiciel libre ne réagit pas aux décisions stratégique de l'entreprise, cette dernière voit son marché réduit peu importe sa stratégie. La firme décide conséquemment de vendre un produit de moindre qualité à un prix plus élevé à une clientèle réduite. Le deuxième papier propose un modèle qui utilise la différenciation verticale afin d'exa-miner un monopoleur offrant un produit complémentaire à son logiciel. L'étude compare d'abord les cas d'un logiciel libre et d'un logiciel propriétaire, toujours dans le contexte d'un monopoleur offrant du support professionnel pour son logiciel. Il est établi que le bien-être des consommateurs est plus élevé, et le profit inférieur dans le cas d'un distributeur de logiciel libre. Ensuite, le modèle initial est modifié avec l'ajout d'une seconde entreprise offrant du support professionnel. Dans ce cas, l'offre de support de haut niveau est plus élevée. Finalement, le monopoleur adopte une stratégie de licences doubles. Ce concept permet au monopoleur de proposer la vente d'une licence même si son logiciel est libre. Cette technique génère plus de profits, certaines conditions étant présentes, que si l'entreprise optait pour un logiciel propriétaire. Un logiciel libre profite des contributions de ses usagers pour améliorer son produit. Le troisième papier examine l'arrivée d'un tel produit sur un marché dominé par un logiciel propriétaire. Le modèle de différenciation verticale utilisé contraste les deux logiciels dans un marché donné et révèle que la contribution des utilisateurs peut diminuer la part de marché du logiciel libre au profit de son conccurrent. De fait, en diminuant ses prix le licenceur du logiciel propriétaire incite le consommateur à délaisser le logiciel libre pour le produit de son concurrent.

本研究的主題是平台商業模式，研究的主要動機是近來不管是從SAP全球輔導過的各產業企業或是在EMBA探討過的無數個案中，發現一個成功企業都有一個共通的元素，就是它們都擁有一個優秀的商業模式，而進一步去檢視這些企業，發覺越來越多成功企業是以建立平台連結多方群體的平台式商業模式快速崛起，它們打破競爭的疆界，很多屬於傳統直線式產業鏈的企業因而紛紛敗下陣來。 鑑於研究者在剛出社會時曾經創過業，加上在外商的工作雖然收獲高於一般人，但總覺得為人作嫁且外商績效掛帥變動性大，因此有朝一日還是想要再次自行創業；加上此刻台灣的產業都面臨轉型，因而想利用這個論文來好好研究與探討這些平台企業的成功之道，歸結出實務建議供未來再次創業時參考，並提供給想轉型或發展平台商業模式的台灣企業參考！ 平台商業模式廣泛出現在各種產業中，受限於研究資源限制，本研究僅以電子商務為研究範圍，本研究選擇國內四家電子商務領導企業為個案研究對象，研究其成功的平台策略，及如何以平台為營運模式持續成長。另外，本研究也以商業模式圖（Business Model Canvas）來分析個案公司，探討其如何建立目標客戶群？如何建立營收模式？如何持續成長？最後，整合與分析其平台策略與商業模式的優劣，歸結出發展成功平台商業模式所應具備的資源與方法。本研究彙整結論如下： （一）找到存在於群體間尚未被滿足的需求，利用平台連接群體並建立互動機制，來提供價值與滿足需求並創造營收。 （二）建立完整的平台生態圈機制設計，讓平台本身與各邊群體成為關鍵資源。 （三）建立成長策略，持續以創新及創意來創造新的平台核心優勢來克服競爭與覆蓋威脅。 關鍵字：商業模式，平台策略，電子商務，創新擴散，價值網，網路效應，賽局理論。 / The theme of this research is to study the platform business model. The main motivation is the recent study whether counseling in each industry from the SAP global enterprise customers or EMBA explored in countless cases. The finding is that a successful business has one common element which they have a good business model. And further to examine these companies, most of the researches show that more and more successful companies have a significant and fast growth through platform business model that they build up a platform to connect multi-group. They break the boundaries of competition, so lots of the traditional linear chain companies have been defeated. Since the researcher used to start-up a company in earlier career stage. Also, although working in the global company has very good compensation compared with the local company. But always felt that work for others without profiting return and global vendor is pure performance driven with heavy pressure and dynamic change. So the researcher plans to re-start up the new business in the future. Besides, at the moment that all the Taiwan manufacture oriented companies are facing business transformation. Therefore want to take advantage of this thesis to investigate success of these platform companies. To conclude with best practice recommendations for reference once start-up a new company in the future. Also, provide reference for Taiwan companies that want to turn business transformation into platform business or start-up a new platform business. Platform business model is widely present in a variety of industries, subject to the limitations of research resources, this study only focus on the scope of E-commerce. This study chose four domestic leading E-commerce enterprise as a case study. Aim to study its successful platform strategy, and how to continue to grow with platform business model. In addition, this study also adopt the business model canvas to analyze the cases of companies that explore how to establish the target audience？How to build up revenue stream？How to continue to grow？Finally, consolidate and analyze the merits of its platform strategy and business model. And came out the must have resources and methods to develop a successful platform business model. This study aggregated the following conclusions: 1. To find out the unmet needs between the groups, take advantage of the interactive platform to connect groups and establish mechanisms to provide value to meet the demand and create revenue. 2. To establish an complete platform ecosystem with solid mechanisms. Let the platform itself and each side of the groups become the key resource. 3. To form a growth strategy, continue to equip innovation and creativity to create new core competence for a platform to overcome the threat of competition and coverage. Key Words：Business Model, Platform Strategy, E-Commerce, Innovation Diffusion, Value Net, Network Effect, Game Theory.

Submitted by XUGUI LIU (liuxugui@gmail.com) on 2018-01-22T15:35:26Z No. of bitstreams: 1 Informação-Liu-dissertação.pdf: 3179607 bytes, checksum: 0c9b17276caa45a594380235ef6f1354 (MD5) / Approved for entry into archive by Mayara Costa de Sousa (mayara.sousa@fgv.br) on 2018-01-22T15:52:49Z (GMT) No. of bitstreams: 1 Informação-Liu-dissertação.pdf: 3179607 bytes, checksum: 0c9b17276caa45a594380235ef6f1354 (MD5) / Made available in DSpace on 2018-01-22T17:39:43Z (GMT). No. of bitstreams: 1 Informação-Liu-dissertação.pdf: 3179607 bytes, checksum: 0c9b17276caa45a594380235ef6f1354 (MD5) Previous issue date: 2017-12-18 / This project seeks to investigate the Paggi case, the first and only company that currently adopts payments through the messaging application in Brazil. This payment model leveraged the critical mass of messaging application users and thus achieved a lot of success in China. Besides China, countries like the United States and India are also beginning to implement this payment model. Thus, it is interesting to study this pioneering case in Brazil, where there is a high demand for the use of messaging applications. The main objective of this work is to discover the similarities and differences in the evolution of the payment model through the messaging application between the two companies selected from Brazil and China through the short-term evolutionary metrics. To Achieve this objective, interviews, documents, and publications analyzes were carried out to compare the similarities and differences regarding the evolution of the payment model of the two companies. It is hoped that the results found in this study could contribute to those interested in the Mobile Payments market, including those called Fintechs and also the messaging application companies that are looking to expand their platform and service lines, as follows: (1) to better understand the similarities and differences in the business model and the evolution of payment through messaging application between suppliers in these countries, (2) to offer recommendations for new entrants in this market in Brazil, to better structure their value propositions to customers, and (3) to identify the difficulties and facilities to implement this mobile payment model in the Brazilian market. / Este projeto busca investigar o caso Paggi, a primeira e a única empresa que, atualmente, adota pagamentos por meio de aplicativo de mensagens no Brasil. Esse modelo de pagamento aproveitou a massa crítica de usuários dos aplicativos de mensagens e, assim, obteve muito sucessos na China. Além da China, países como Estados Unidos e Índia também estão começando a implantar esse modelo de pagamento. Dessa forma, é interessante estudar esse caso pioneiro no Brasil, onde há uma alta demanda de uso de aplicativos de mensagens. O objetivo central deste trabalho é descobrir as similaridades e as diferenças em relação à evolução do modelo de pagamento por meio de aplicativo de mensagens entre as duas empresas selecionadas no Brasil e na China, com base em métricas evolucionais de curto prazo. Para atingir esse objetivo, foram realizadas entrevistas, análises de documentos e publicações, com a finalidade de comparar e analisar as similaridades e diferenças em relação ao modelo de negócios e a evolução do modelo de pagamento das duas empresas. Espera-se que os resultados encontrados neste estudo possam contribuir para os interessados no mercado de Mobile Payments, inclusive, as denominados Fintechs e também, as empresas de aplicativos de mensagens que buscam expandir sua plataforma e linhas de serviços, da seguinte maneira: (1) compreender melhor as similaridades e diferenças no modelo de negócios e na evolução do pagamento por meio de aplicativo de mensagens entre fornecedores desses países, (2) oferecer recomendações para novos entrantes nesse mercado, no Brasil, a melhor estruturar suas propostas de valor a clientes e (3) identificar as dificuldades e facilidades de implantar desse modelo de pagamento móvel no mercado brasileiro.

平台的興起改變了傳統消費模式，因此無論是在學術界或是實務界，強調互動的社群商務在近年來都漸漸受到重視。然而，從社群中內容經營者的角度出發探討社群商務經營狀況的相關研究不多；此外，社群商務與網路外部性的連結也相對缺乏，故本研究欲以台灣影響力最大之社群平台Facebook的粉絲專頁為例，探討社群商務「使粉絲變成消費者」的流量變現過程，供未來社群商務經營者參考。 本研究以學者Hagel & Armstrong（1998）提出的會員發展四階段作為研究架構，採個案研究法，選擇「傑利帶路 玩世界」與「I’m 布布媽咪／Chic KimBlake」為個案，透過深度訪談探討選擇個案從內容社群至社群商務的經營過程中，每一階段形成正向網路外部性的關鍵成功因素以及做法，並同時分析不同的訴求類型於粉絲專頁上的影響與效果。 研究結果顯示，在社群商務的整體經營中，人格力、社群力以及產品力為三大關鍵成功因素，並且依序在吸引會員（製造流量）、增加參與（集中流量）、建立忠貞（鎖住流量）三階段扮演關鍵角色，最終實現價值獲取（流量變現）的目的；除此之外，感性的訴求在社群商務前期扮演相對重要的角色，而訴求的有效性與社群商務提供的產品與服務類型並無直接相關。 / The new economics of platform changes traditional purchase process and reconstructs value chain, giving the market new business rules. Thus, social commerce which emphasize interaction between customers and operators has been widely discussed in recent years. Numerous studies focused on customer behavior in social commerce but barely discussed business operation of social commerce from platform operators’ perspectives. As a result, this study is aim at exploring the traffic monetizing process in social commerce operating. This study applies case study method, analytic frame is adopted from the Four Phases to Developing Sustainable Virtual Community of Prof. Hagel and Armstrong published in 1998. “JerryWalker” and “Chic KimBlake” on Facebook fanpage are chosen as the research targets. Start by in-person interview with each targeted cases and supplemented by second-hand sources, inspecting the process from solely content operating to social commerce operating, also analyze key successful factors in each phase; moreover, this study will also discuss different types of appeals’ influence in social commerce. The results of this study shows that “personality”, “community operation” and “product and service” are the three main key factors while building up a successful social commerce. Besides, these three factor correspond to Phase I-generate traffic, Phase- II concentrate traffic, and Phase-III lock in the traffic in order, through this process can monetize community traffic and reach positive network effect. Furthermore, emotional appeals show better effect in social commerce regardless of different kinds of provided product and service.

區塊鏈是一種高可行性的基礎建設技術，不僅能提高效率、降低建設成本，其交易透明化和避免篡改等特性更使之得以被廣泛應用。由於資訊科技蓬勃發展，互聯網革命伴隨著客戶主導邏輯的興起，平台思維對於服務設計而言早已不敷使用。因此，區塊鏈數位生態系統將成為下一代服務設計的解決方案，強調生態系統中利益相關者的價值共創欲目標追求。 以現況而言，仍有許多服務無法在現實中發展或得以維持，網路效應的影響在數位環境中是極為強大且不容忽視的。我們的研究旨在由此出發衡量區塊鏈數位生態系統的成敗。我們提出的方法能使設計師基於理解關鍵多數的實現和網絡效應水平的大小，來瞭解其設計的可適應性與競爭力，這是一個數位生態系統能否突破真空的關鍵。此方法還提供如何提升設計的指南，使服務設計能更有機會地進入網路效應的爆炸階段。 / Blockchain is an infrastructure technology not only restricted to the financial industry, but also feasible and affordable to facilitating the operation of service provision with efficiency, lower construction cost, information transparency and non-falsified characteristics. By virtue of the information technology booms swiftly, the revolution which Internet brings about, accompanies with the rise of customer-dominant logic, platform thinking is no longer sufficient for the service design. Consequently, blockchain-based digital ecosystem becomes a solution of the next generation’s service design aspect which stresses on value co-creation among all the stakeholders of the ecosystem and proceeds to the same proposition. However, there are many service provisions unable to launch or sustain in reality. The network externality of the Internet is the most powerful, indispensable and un-negligible effect in the digital environment. Our study aims to estimate and measure the success or failure of blockchain-based digital ecosystems from this perspective. We propose a method which enables blockchain-based digital ecosystem designers to comprehend with the adaptability and competitiveness of the fulfillment of the critical mass and the examination of network effect level. They are crucial to pass through the vacuum stage of ecosystem lifetime. The method also provides guides about how to improve the designs in order to have a greater opportunity to get into the explosion stage of ecosystem lifetime.

Digitization of business has evolved business strategies and models. Companies have found new ways of value creation and consequently innovated monetization. A prominent area where this can be seen is within platform services, which lacks business-to-business research. Knowledge contribution in this area is therefore warranted. Aim – This study aims to investigate pricing strategies and contextual challenges and opportunities regarding platform services in the spirits industry. To enable this, the following research questions have been formulated: 1) What are important market dynamics to consider when developing a platform service in the spirits industry? 2) How will these market dynamics affect the pricing strategy of a business-to-business platform service? Method – Considering that theory testing and theory generation are both parts of this study, the methodological approach is abductive. Regarding the data collection, a literature review was paired with a case study. Semi-structured interviews with senior executives from the focal industry provides the source of primary data for this study. Thereafter, a thematical analysis method was applied to help answer the research questions. Findings – From the thematical analysis, this study identified five market dynamics affecting pricing strategies of business-to-business platform services in the spirits industry. Namely, adaptability, legislative barriers, locking effects, individualization of business relations, and digitization.  Implications – This study contributes to the spirits industry and to business-to-business platform developers through the identification of market dynamics. Investigation into how pricing strategies of platform services are affected by the industry-specific market dynamics can contribute to strategic decision-making. In terms of theoretical significance, the aforementioned market dynamics add to the business-to-business discourse. Additionally, this study’s explorative nature is expected to pave the way for further research into business-to-business platforms, the spirits industry, market dynamics, and pricing strategy. Limitations – The work context is limited to digital platform services within the spirits industry. Moreover, albeit the literature review covers established theory regarding both business-to-consumer and business-to-business platform services, the empirical focus and consequently the ambition of the analysis is to generate new knowledge for the business-to-business environment specifically. Lastly, the interview respondents are limited to the case company’s network.

「比爾與梅琳達•蓋茲基金會」（Bill & Melinda Gates Foundation）從成立至今，捐出超過300億美元的鉅款，資助了近8000項慈善公益專案，其範圍橫跨了全世界極貧地區，挽救無數寶貴生命，堪稱全球影響力最大的公益基金會。 從資訊軟體專業起家的Bill Gates對慈善領域並不熟悉，但卻能在短時間內利用觸媒特性，快速建立合作夥伴系統、吸納捐款與資源，充份發揮平台的正向網絡效應及鎖定效應，迅速壯大基金會規模，並高度有效率運用資源，讓每一分錢的價值發揮到最大，足以作為學習借鏡。 本研究目的在找出「比爾與梅琳達•蓋茲基金會」的經營模式與機制設計，並依此探討其對全人類社會關鍵議題的影響與貢獻；及其關鍵性成功因素，同時探究其對慈善事業及其他公益組織有何影響。希望藉此提供台灣其他非營利組織一些建議，讓它們能從蓋茲基金會的成功經驗中學習，或是在此基礎上創新。 本研究發現，蓋茲基金會創新的觸媒平台經營模式與獨特的機制設計 -「對其目標市場及客戶客觀精確且完整深入的研究分析」、「創意的捐贈機制協助其建立強大的夥伴生態系統進而發揮平台強大的網絡效應」、「高度目標導向的專案執行並重視績效與考核」、「資源高度有效率運用且以量化為溝通的準則」、「有系統地將內隱經驗轉化為外顯知識」，以及「將企業營運經營管理與公司治理理念導入非營利組織」為其關鍵成功因素。 / Bill & Melinda Gates Foundation has so far donated more than 30 billion US. dollars to fund about 8,000 charitable projects, which benefit those extremely poor areas in the world and save countless lives. It may be deemed as the world's most influential philanthropic organization. However, it is well-known that Bill Gates is not familiar with philanthropy work, but somehow he has leveraged characteristic catalyst to build the partner ecosystem efficiently to attract donations and resources; moreover, he helps the organization to fully utilize the platform’s positive network and lock-in effects to help expanding the scale of the Foundation rapidly. It is known that Gates Foundation with Gate’s leadership is good at maximizing resources’ value. Thus this study aims to identify the business model and the mechanism design of Gates Foundation. It deeply investigates each activity from the platform’s value propositions to find out its key success factors. Meanwhile, it explores this model and how it causes impact on philanthropic industry. This study hopes to provide advice for non-profit organizations so that they could learn from the Bill & Melinda Gates Foundation’s experiences or even mirror some of the original strategic thoughts of its mechanism designs once they decide to develop more aggressively on the philanthropy. The study found the key success factors of Gates Foundation as bellow: •Deep insight and complete analysis on its target markets and customers. •Creative donation mechanisms that helps to form a strong partner ecosystem, and bring positive network effect to the platform. •Goal-oriented project that is highly executed and emphasized on the performance evaluation. •High efficiency on the use of resources and how its value is maximized. •Transfer implicit experience into explicit knowledge & know-how. •Utilize management knowledge & methodology of global enterprise and practice it in philanthropic organization.