今日許多受限於資源、市場限制的企業，以多邊經營模式突破重圍，展現出亮麗績效。多邊事業早在過去就已存在，然而相關理論與研究為近五年來的事情，台灣企業受限於市場、資源限制，如何藉由多邊思維，從而再創企業高峰，為本研究初始動機。隨著資訊科技發展，過去策略談論企業如何開創市場、滿足顧客，從而成為市場領導者。其多半以一維角度探討，公司如何藉由研究與發展極大化商品價值，進而提供超乎顧客期待。而多邊思維的出現，將傳統一維思考拉升至二維，公司縱使無能力滿足顧客需求，亦能夠尋求多方合作，促成顧客與其他企業交易，從中扮演媒合角色。本論文主要貢獻在於，將主要相關多邊文獻及經營模式架構結合，並以NTT DoCoMo進行實證討論，從而提出多邊企業經營模式建構。
為了導出多邊企業經營模式建構，本研究首先瞭解今日多邊事業與觸媒策略發展，從而與過去學者所提出經營模式架構與要素，得出多邊企業經營模式設計指引流程。而後以NTT DoCoMo其在2000年前後成功打造i-mode多邊平台擴張實例，作為驗證與支撐多邊企業經營模式設計指引方針。易言之，以多邊企業、經營模式與NTT DoCoMo i-mode作法，進行三方交流探討。從中歸納推演出多邊企業經營模式建構。
研究結果發現，第一：多邊平台打破過去價值網路與顧客介面間接關係，其將兩邊直接連結，使得多邊平台能夠與外界環境保持動態平衡。第二：核心策略與策略性資源，將決定平台擴張方向與深度，兩者相輔相成良性循環下，能夠促成多邊事業的擴張與成長。第三：相較於單邊企業，價值網絡和關係動態，為多邊企業營運成功與否重要關鍵。 / Abstract
Nowadays, many companies are limited in resources which compels them to make market break throughs via multi-sided business models to improve performance. Multi-sided business models existed in the past, but relevant theories and research have only been around for five years. Taiwanese companies are constrained by lack of resources and market size. Therefore, exploring how to use multi-sided business models to create break throughs is the main motive of this research. With the development of information technology, past strategy issues focused on how to explore new markets, satisfied customers, or become the market leader. Their goal is to maximize the value of goods in a linear value chain. The emergence of a multi-sided perspective adds value to the increased networking of the linear value chain. Hence, companies without the ability to satisfy customers may seek co-operative strategies to reach customers through other business transactions. The main contribution of this paper combines the major relevant multi-sided literature and architecture of business models as well as an empirical discussion of NTT DoCoMo.
First, this study will attempt understand the development of multi-sided business and business models from research. Based on such an understanding, this research will delve into the multi-sided business model process as well as design guidelines. Second, this research will use the example of NTT DoCoMo’s i-mode case as validation and support for the business model design guidelines of the multi-sided approach. In other words, for a multi-sided business, business model and the NTT DoCoMo i-mode case explores a three-way approach which deduces the multi-sided business model construction.
This research reaches three conclusions. First, multi-sided platforms break the indirect relationship between value networks and customer interface. Further, there is a direct link to both sides which makes the multi-sided platform maintain a dynamic equilibrium with the external environment. Second, core strategy and strategic resources determine the direction of expansion and depth of platform. These two components can contribute to the expansion of multi-sided business growth. Third, in contrast to unilateral business, value network and relationship dynamics are the key of multi-sided business success.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0096355049 |
| Creators | 林玉堂 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
Page generated in 0.002 seconds