建立鈾型企業的創新經營模式 -以Gen Con公司為例

Abstract

本文所探討創新經營模式之「鈾型企業」(Uranium Enterprise)概念，它就如同鈾235連鎖反應帶來的巨大能量；該型企業雖然人少、公司規模小，並不如勞力或資本密集產業需要大量員工、大量資本投入，但是他們所能發揮的卻同樣達到大型企業影響全球市場的力量，甚至還能居於關鍵企業來影響整個特定產業發展。我們所引用「鈾型企業」，只是借用的一個描述性概念，重點在強調它具爆發力的內涵，及它對周邊的產業服務所造成的重大影響和貢獻，其人數規模雖然只有微型企業的規模，但卻沒有傳統微型或中小型企業那種把專業性侷限在低生產力、或者是難以涉入持續學習新的科技，導致落入成長停滯的瓶頸 。反之，鈾型企業卻能擁有高成長特質並發揮最大的市場動能，讓其營業規模可達到雷同跨國集團企業的商業經營模式。鈾型企業運用突破傳統大型企業之創新科技或經營模式「點石成金」，讓極小規模的公司獲取巨額之利潤，讓整個產業價值鏈的上下游成員獲利，造成產業價值共享、多贏的局面。所以這類型企業在整個產業價值鏈中居於關鍵樞紐之地位，並以擁有利基的智慧財(資)產如品牌、know-how 所具備觸媒功能，可以引發連鎖反應，如同火柴之於一大桶汽油或扳機之於槍砲的關鍵角色，缺之不足以成事。

The study of this article is to introduce the concept of an innovative business model in “Uranium Enterprise”, which is alike to the gigantic energy brought from the chain reaction of the chemical element uranium 235. The scale of such enterprise is small with few employees, unlike the large company in labor-intensive or capital-intensive industry needing more labors and capital investment, but Uranium enterprise can still reach out placing significant influence on global market and stand at a pivotal position to affect the development of some industry. Uranium enterprise applies the disruptive technology or business model of innovation, rather than those from large enterprises, to “turn stone into gold by merely touching it” and let the very small company itself earn utmost profit. Even further, such enterprise contributes significantly to its related industry as a pivot in a whole value chain, and helps peer members upstream and downstream of the industry making profits and sharing values, resulting in a multi-lateral winning situation. The pivoting Uranium enterprise owns niche intellectual properties and assets, such as brand name or technical know-how with the function of catalyst, therefore to trigger the chain reaction just like the key role of a match vs. a barrel of gasoline or a trigger vs. a pistol/gun.