京都大学 / 新制・課程博士 / 博士(経済学) / 甲第24163号 / 経博第657号 / 新制||経||302(附属図書館) / 京都大学大学院経済学研究科経済学専攻 / (主査)教授 COLPAN Meziyet Asli, 准教授 WANG Tao, 教授 関口 倫紀 / 学位規則第4条第1項該当 / Doctor of Economics / Kyoto University / DGAM

台灣近幾年吹起一股 O2O（Online to Offline）創業的風潮，O2O 為聯結「線上顧客」及「線下商店」的商務模式，本質上為一平台商業模式，但目前學界仍缺乏由平台角度來探討 O2O 新創公司的研究。本文採個案研究法，以「EZTABLE」作為研究個案，探討台灣 O2O 新創公司於發展歷程的平台策略，以及如何透過平台模式創造價值。經研究發現O2O新創公司之平台策略隨發展階段動態調整，透過線上支付促使金流內化以獲利，並會尋求外部夥伴合作以完善功能或拓展市場；O2O 新創公司主要透過降低搜尋成本、消彌資訊不對稱和提升服務交換效率與品質創造價值，且價值創造仰賴完整 O2O 循環。最後根據研究結果提出理論與實務上的意涵及建議。

While the shape and nature of platforms varies across different instances, they pursue common ambitions such as reduction of risk, complexity, or transaction costs. Although initially theorised in industrial contexts, subsequent theorising regarding platform development, platform ecosystems, and platform strategy has drawn upon studies of high-tech industries in general and IT-based platforms in particular. While the inherent malleability of digitised data and digital technology offers possibilities, they also make it difficult to pin down the locus of a low-variety platform core. As such, one of the fundamental properties of digital platforms is rather mundane: to provide stability. With that in mind, this thesis pursues the following research question: How can a digital platform maintain stability for its stakeholders in the face of constant technical change? This thesis utilises affordance theory as a means to operationalise a relational view of digital platform, where stability is assessed in relation to stakeholders rather than technical persistence. This dissertation is based on an interpretive case study, primarily using qualitative data in the form of interviews gathered as part of two separate projects that varied both in scope and orientation. The thesis offers two main contributions. First, the idea of platform stability as derived from low-variety components that are persistent over time is difficult to apply in relation to digital platforms. Rather, we need to approach stability as a composite property, based on the ability of the platform to satisfy technical-, informational-, and social expectations. Hence, stability should not be considered as a fixed or absolute property, but rather a moving target. Second, this thesis suggests that the existing notion of (technical) coring needs to be complemented with information coring and social coring when applied to digital platforms. The proposed concept of information coring expresses the ability to hide complexity and present bottom-line results to the user in a comprehensible manner. Social coring refers to the idea of aligning technical integration and social integration in a platform. A relational perspective applied to digital platforms offers a possible avenue for theorising digital platforms as information systems artefacts rather than the dichotomous relationship between platform-as-architecture and platform-as-marketplace found in extant literature.

Business management Paradigm is Changing. We used to have big, best, and fast and now it seems that we are having one more paradigm of “Open”. Chesbrough (2003) argued for cooperating between competitors or allies in his article “The era of open innovation”. (ChesbroughH.W, 2003) This research is about open innovation with customer participation. Many organizations built platform to motivate customers to participate the product development process. Hence, we selected three different types of platforms which are full-open, semi-open and closed platform for case study. To compare different perspective from organizations and customers, we will use both of case study of the organizations who opened competencies to the customers and survey of the customers who are creating derivative products. From that case-study and survey result, we aim to figure out what to open and what to close for the organizations that are implementing open innovation strategy. We will suggest a competency pyramid model that helps organizations to divide their competencies into two different sectors: open competency and closed competency. And finally, we will find out what factors are important to make a platform successful.

Bakgrund: Både plattformsstrategi och företags hållbarhetsarbeten är områden som ärintressanta för dagens företag och för framtidens strategi. Tidigare forskning behandlarbland annat hur plattformsstrategi ska implementeras, vilka konkurrensfördelar ellerproblem som medkommer strategin. Samtidigt finns det mycket forskning om hur CSRdefinieras, hur CSR-aktiviteter kategoriseras och analyseras, och hur företag generelltjobbar med det. Plattformsstrategi har visat sig medföra en bristande kontroll överföretagens kundupplevelser, vilket kan bidra till en negativ påverkan på derasföretagsbild. Därför är det intressant att belysa om och hur företag med plattformsstrategianvänder CSR för att väga upp för den bristande kontrollen över kundupplevelser somstrategin medför. Syfte: Syftet med studien är att belysa om och hur företag med plattformsstrategianvänder CSR som ett verktyg för att väga upp för strategins bristande kontroll överkundernas upplevelser. Metod: Studien har genomförts med en flerfallsstudie genom en kvalitativ metod med eniterativ ansats. Då studien ämnar förstå och sedan beskriva på ett detaljerat sätt hur ettfåtal företag med plattformsstrategi arbetar med CSR har ett fenomenologiskt perspektivutgjort den filosofiska utgångspunkten. Den empiriska datan har insamlats genom femsemistrukturerade intervjuer samt en dokumentstudie. Slutsats: Företag med plattformsstrategi arbetar med CSR på ett sätt som skiljer sig frånföretag utan en sådan strategi. CSR används för att väga upp för den svaga kontrollengenom att ha kundinriktade, kommunikativa och ekonomiska incitament bakom de CSRaktiviteter som utförs. / Background: Both platform strategy and CSR are areas that are interesting for today’scompanies and the future strategy. Former research is mainly about how platform strategyshould be implemented, which competitive advantages or which problems that comeswith the strategy. At the same time there are lots of research about how to define CSR,how CSR-activities are categorized and analyzed, and how companies in general workwith CSR. Platform strategy has shown to entail lack of control of the companies’customer experience, which could contribute to a negative impact on their corporateimage. Therefore, it is interesting to enlight if and how companies with platform strategyuse CSR to weigh up for the lack of control of customers experience that the strategyentail. Purpose: The purpose of the study is to examine if and how organizations with platformstrategy use CSR to weigh up for the lack of control of the customer experience thatcomes with the nature of the strategy. Methodology: The study was executed with a multiple-case design through a qualitativemethod with an iterative approach. Study aims to understand and describe in detail howorganizations with platform strategy use CSR, hence a phenomenological approach hasbeen the philosophical perspective. The empirical data has been collected through fivesemi-structured interviews and a document study. Conclusion: Organizations with an applied platform strategy use CSR in a way thatdiffers from organizations with other types of strategies. CSR is being used a way toweigh up for the lack of customer control by having customer-oriented, communicativeand financial incentives behind their CSR-activities.

近年來，電子商務產業蓬勃發展，隨著網路購物逐漸普及，購物網站變得更加多元。各家平台除了增加產品品類，也開始著重服務流程。PChome率先推出24H專區，主打下單後24H到貨，隨後，閃電購物ASAP主打台北市3小時到貨，使網路購物平台開啟「速度戰」。物流與金流的相互配合下，網路購物使實體零售業者面臨直接而強大的威脅，實體零售業者紛紛開始轉型，或是成立自家購物網站。本研究將著重在實體零售業者如何在電子商務爆炸的環境中另尋出路，以家電零售通路－燦坤作為研究對象，深入研究燦坤如何整合物流與服務打造「燦坤快3」，從實體零售通路跨入線上購物，並成為台灣最大家用電器零售通路。 燦坤實業以小家電代工起家，進入3C零售通路業一路快速成長，於2004年進入虛擬通路，燦坤實業以「實體通路為核心優勢」發展平台策略，將實體門市的資源運用在網路店，兩方互補以達集團綜效。燦坤網路店運用數位行銷吸引早期第一波平台用戶，持續累積用戶數量達到平台引爆點，網路店的成長動能為提供消費者具競爭力的價格與難以取代的服務，鼓勵消費者在線上直接下單，取得在實體門市購買商品一樣的服務。若以網路店為中心，實體門市所扮演的角色是提供線下服務；若以實體門市為中心，網路店所扮演的角色則是一條全年無休的通路。經過十年的經營，2014年營收為15億，占燦坤年營收的7%。燦坤實業為同業中第一個跟著大環境進行變革的企業，成功掌握「實體門市為核心優勢」的營運策略，把消費者由線下帶至線上，再由線上帶至線下，打造3C零售通路生態圈。 / In recent years, e-commerce industry is prospering. Online shopping stores became more diverse than before, not only product category increased but also began to focus on service. PChome pioneered 24H arrival shipping strategy, then the other competitor ASAP also provided 3hr arrival service, the online shopping market started “speed war”. The mutual cooperation of logistics and cash flow make entity retailers face immediate and powerful threat, retailers have to make the transition, or set up their own shopping website. In addition to the physical channels, virtual channels especially e-commerce are new and popular marketing channel in the recent years. Because there are different advantages and disadvantages of physical channels and virtual channels, clicks-and-mortar model which integrates physical and virtual channels, combined the different characteristics and advantages is advanced. This study will focus on how a appliances retailer - Tsannkuen to find a new way of e-commerce and do the click-and-mortar model which integrates physical and virtual channels. Especially how to integrate logistics and services between Tsannkuen and Tsannkuen kuai3 which became Taiwan's largest household appliances retail virtual channel.

P2P個人網路借貸(Peer-to-Peer Lending)平台，即為媒合個人對個人借貸的網路平台；有閒置資金者，可透過網路平台，挑選自己願意資助的對象，將資金借給資金需求者，以獲得報酬；資金需求者，則可利用此網路平台，尋找願意提供資金者，以滿足借款需求。其中，借款利率由P2P借貸平台業者依據其計算方式評估訂定；因此，對投資人來說，P2P借貸平台成為另類的理財管道；對借款者來說，則成為新興的融資方式。2016年可說是台灣P2P網路借貸元年，LnB信用市集、鄉民貸等P2P借貸平台相繼成立，設計差異化的營運模式，提供台灣大眾新型態的借貸與投資服務。 本研究以個案式的實務分析及驗證，運用平台策略的相關理論為基礎，並以商業模式之要素作為分析架構，探討個案公司LnB信用市集、鄉民貸及FundPark創辦人創建平台時的動機與目標，如何增進平台參與者互動，替用戶解決問題，並共同創造價值。因此，本研究之研究問題總結如下： (一)台灣P2P借貸平台發展之可能性。 (二)個案公司P2P借貸平台營運模式於台灣發展遇到的問題及比較。 / The Peer-to-Peer lending platform (P2P lending platform will be used as the abbreviation in the following section) the practice of lending money to individuals through online services that match lenders with borrowers. Investors holding idle capital can choose the target on the website to lend money and gain higher returns; while the borrowers’ funding needs can be satisfied by the mechanism of the P2P lending platform. Thus, the P2P lending platform has transformed the traditional idea that finance has to be handled through financial institutions. The P2P lending industry in Taiwan have been developed since 2016, the first and second P2P lending companies: Lend & Borrow(LnB信用市集) , Lend(鄉民貸) were founded during 2015 and 2016, which were devoted to offering reasonable interest rates for lenders and borrowers. Based on the concept of platform strategy and the factors of business model, this study investigates the object and the motivation of the founders when they founded the P2P lending companies, and discusses how they increased the interaction of the players in the platform ecosystem, with the case study of P2P lending companies--Lend & Borrow(LnB信用市集) , Lend(鄉民貸) and FundPark. Therefore, the research questions of this study are as follows: 1.The practicability of the P2P lending platform in Taiwan. 2.The comparison of the business model, and the obstacles that the P2P lending companies faced in Taiwan.

台灣觀光外匯的成長力度高，外國旅客來台灣包車旅遊的需求漸增，因應而生的包車平台興起，本研究期望針對既有個案探討包車平台如何去設定付費方與被捕貼方，並且提供其他同質性平台商業模式設計更多元的思考方式。 透過黃勇及周學春提出之平台商業模式研究之框架及陳威如及余卓軒提出的平台補貼策略之考慮因素，以質性研究方式，選取UTAXI、台灣小旅行、DingTAXI叮叮包車三個包車平台個案進行訪談與分析。 UTAXI媒合“旅客-司機”，致力“您的專屬司機”，選擇司機作為付費方，自由行旅客為被補貼方，定價較市場平均價格高；台灣小旅行媒合“旅客-司機”，致力“體驗台灣在地感動，訴說土地故事”，選擇自由行旅客作為付費方，計程車學院協會司機為被補貼方，定價為市場平均價格；DingTAXI叮叮包車媒合“旅客-車隊“，致力”解決自由行旅客交通困擾“，選擇自由行旅客作為付費方，合作車行、車隊為被補貼方。 本研究得知個案其各自商業模式之創建、如何選擇付費方與被補貼方以及包車平台之定價策略，也可從個案中得知，思考角度與立場不同，運用補貼模式的準則得出之結果也截然不同，提供未來同質性平台於發展時多元的思考方式及依據。 / From 2007 to 2015, visitors to Taiwan increased from 3.71 million to more than 10 million. As a result, foreign exchange earnings from tourism surged by 2.6 times, from NT$17.12 billion (US$521.95 million) to an estimated NT$44.50 billion (US$1.36 billion). These results and reviews demonstrate that Taiwan is becoming a major destination for travelers worldwide. Car carter service become a popular way for visitors to explore Taiwan on their own, therefore more and more online car carter service platforms are being set up. Platform pricing model is not set up by user charge alone, how users interact on the platform is also considered. Platform controller attract users who can cause positive cross-side network effect by offering them better price so that they can attract users who are willing to pay the fee. This research depends on two-side market theory to explain how online car carter platforms attract users to enter their platforms, design interaction mechanism and set rules to allow users to use platforms easily. Depending on different point of views, every online car carter service platform has its own design. Therefore, this research also depends on the business model and the eco-system on platform theory to analyze car carter service platform. After understanding how platforms design interaction mechanism, platform pricing model is then discussed. Every platform has its own pricing model, because of different design. This research analyzes platform pricing model by subsidy rules from previous studies. By analyzing three online car carter service platform cases, this research concludes that platforms have different interacting mechanisms because of website design purpose and user dating purpose. This research demonstrates which subsidy rules are used on online dating platform and how these platform create their own eco-system to maintain the platform.

隨著網際網路興起，資訊的交流與傳遞產生了革命性的變化，同時也影響了許多產業既有的經營與交易模式，電子商務以及產品/服務數位化的概念開始大行其道。近年來，網際網路的即時性與互動性，更促成平台經營模式的興起，藉由打破傳統交易模式中單向的供應鏈形式，平台建立了多方使用者對資訊及產品/服務在供給與需求上的循環性，促成交易成本降低，進而創造更多新的商機。 以傳統出版業為例，受限於書籍在印刷出版時高額的固定成本，廠商通常只能向已具有市場規模的知名作家或經濟人進行作品出版的提案與邀約；而對於消費者來說，也僅能就市場提供的產品進行選擇。另一方面，對於許多有潛力但尚未被發掘的創作者而言，也因為缺乏能實際接觸市場的機會與管道而遭到埋沒，而對廠商來說，過高的搜尋成本與投資風險也形成了發掘這些新銳作家的障礙。 本研究試圖以平台策略與經營模式為基礎，探討創作交流平台對於傳統出版業以及其數位化過程中所產生的衝擊與影響，並試圖建立一套能有效促成創作者、使用者與廠商三方獲益的資訊交流平台；最後，針對創作在數位化過程中最容易遭遇到的著作權問題，本研究也將以平台經營管理的角度加以審視分析，並提出相關政策上之建議。因此，本研究之研究問題係總結為以下三點： 1.創作交流平台對於傳統出版業與出版數位化的影響與競合關係 2.創作交流平台經營模式與成功關鍵之分析 3.創作交流平台著作權法律相關政策與議題之探討 / As Internet became more and more popular, there was a revolutionary change about transportation of information, and it also deeply influenced many industries’ original operation and transaction models. For this reason, e-commercial and digitization of products and services started to prevail. In recent years, because of Internet’s instantaneity and interactivity, platform business models start to spring up. By breaking through the traditional one-way supply chain, platforms try to find the circulation between each type user’s supply and demand of products or services. Platforms model decrease the transaction cost and help many people find the new business. Take traditional publishing industry for example, for fear of the high fixed cost of books publishing; publishers only publish books by well-known authors or through agents with good reputation. For customers, they can only passively choose from the items supplied. Besides, many potentially brilliant authors may be neglected under this circumstance, because they lack channels to approach the market and audiences. Considering the searching cost and risk, it’s also difficult for publishers to discover these potential creators. This research will be based on platform strategies and business models, discussing the influence and transformation result from creation communication platforms during digitization process of traditional publishing industry. Furthermore, this research will try to build up a platform business model to make users (including creators, audiences and publisher) profit. At last, this research also covers the copyright issue about creation communication platform, and brings up some advices for platform policies. After all, this research will focus on three questions as below: 1.Influence and transformation result from creation communication platforms during digitization process of traditional publishing industry. 2.Analysis about creation communication platforms’ business models and key factors for making success. 3.Discussion of creation communication platforms’ copyright issues and related business policies.

近年來平台商業模式與網路交友的盛行，使得許多網路交友平台應運而生。平台的收費模式不以傳統使用者付費的觀念建立，而是以整體平台的互動作為收費的考量，以較優惠或是免費的方式來吸引會引起正向跨邊網路效應的使用者加入，讓他們作為平台的被補貼方，藉此吸引平台的付費方群體加入。 本研究以雙邊平台的觀點來研究網路交友平台是如何設計讓使用者願意加入此平台、如何設計互動機制讓平台上雙方群體進行互動，如何訂定合適的管制讓使用者能方便使用並信任此平台上使用者的真實性，讓適當的顧客匯集。即使同為網路交友平台，其交友的目的、交友的模式也有所不同，因此本研究先探討各交友平台是如何設計互動模式，來促進使用者間的交流，並比較各平台的不同之處。 理解平台的互動機制後，接著探討平台的補貼準則。因為各網路交友平台的設計不同也使得補貼準則有所差異，透過文獻裡所述的補貼準則來分析平台是透過哪種方式來向使用者進行收費，以及分析使用者願意支付費用的原因。 透過幾個交友平台的個案分析，本研究觀察到雖都為網路交友平台，但是其交友的機制都會因其設計理念、交友目的而有所不同。因此本研究整理出哪些補貼準則被應用在網路交友平台上，而各交友平台如何設計收費時機在互動模式上，以理解網路交友平台的整個收費訂價的方式。 / Platform business model and online dating has become popular in recent years, therefore more and more online dating platforms are being set up. Platform pricing model is not set up by user charge alone, how users interact on the platform is also considered. Platform controller attract users who can cause positive cross-side network effect by offering them better price so that they can attract users who are willing to pay the fee. This research depends on two-side market theory to explain how online dating platforms attract users to enter their platforms, design interaction mechanism and set rules to allow users to use platforms easily. Depending on different dating purposes, every online dating platform has its own design. Therefore, this research discusses how different online dating platforms design interaction mechanism and compare the differences between them. After understanding how platforms design interaction mechanism, platform pricing model is then discussed. Every platform has its own pricing model, because of different design. This research analyzes platform pricing model by subsidy rules from previous studies, and why users are willing to pay. By analyzing several online dating platform cases, this research concludes that platforms have different interacting mechanisms because of website design purpose and user dating purpose. This research demonstrates which subsidy rules are used on online dating platform and how these platform design charge timing in order to understand online dating platform pricing model.