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題名 網路外部性的創造與管理-以Garmin Sports為例
The network externality of platform – A case study of Sport Industry作者 林逸安 貢獻者 邱奕嘉
林逸安關鍵詞 平台策略
網路外部性
轉換成本
運動平台
穿戴式裝置
Platform Strategy
Network externality
Switching costs
Sport platform
Wearable device日期 2017 上傳時間 13-九月-2017 16:02:45 (UTC+8) 摘要 近年來，國人追求健康、愛美等因素而運動風氣蔚為盛行，連帶擴大穿戴型裝置產業發展，越來越多廠商加入。而在競爭激烈的全球市場中，不少廠商以平台經濟模式的建立及善用網路外部性的發展為轉型的策略，其中，如何有效率擴大平台規模及提高顧客黏著度尤其重要。本研究著重於以下三點：個案公司之平台商業模式的運作機制、如何創造不同種類之網路外部性及如何管理網路外部性創造更多效益。本研究採取單一個案研究法，並挑選從GPS大廠成功涉足智慧型穿戴式裝置且近年來積極轉型之台灣國際航電股份有限公司(Garmin Corp.)，經過研究個案公司平台商業模式與網路外部性的創造及管理，歸納本研究之發現：Garmin透過Garmin Sports平台的管理，建立與外部用戶的關係；並藉由穿戴式裝置的租借與其他廠商合作活動帶動運動市場貿易；再教練培訓為中心出發，提供一套專業、完整的課程，建立平台生態圈，擴大平台規模。本研究之貢獻在於透過Garmin Sports的案例建立一套平台發展與網路外部性的創造與管理之架構，以期了解透過平台網路外部性發展如何提升使用者價值、為使用者帶來更多效益。歸納出三項因素如下：1. 專業人士與外部廠商2. 互補品的發展與資料庫的建立3. 透過多方用戶的選擇與舉辦活動來管理網路外部性此外，本研究為Garmin Sports平台成立初期，上線時間較短，部分網路外部性的交互影響研究受限。故建議後續研究，可待Garmin Sports平台運作期間較長，其網路外部性的創造與管理及不同種類網路外部性之相互作用亦會較為明顯。
In recent years, the atmosphere of physical workout becomes prevalent, which results in the expansion of wearable device industry, causing more and more companies join in this industry. Under such a highly competitive global markets, platform transformation gradually becomes a popular strategy. In the research, our main focus lies on what the platform business model is and how to create and manage different kind of network externality. The case study method is applied for this research. We select Garmin Corp, a GPS corporation which successfully develops wearable devices in recent years and has transformed into a new business model as our research subject. With in-depth case study of platform business model and the creation and management of network externality, we conclude our findings as below: Garmin establishes the relationship with external users and cooperates with other companies through the management of the Garmin Sports platform by leasing wearable devices. To expand the scale of the platform, Garmin provides a set of professional training camp and competitions, so as to establish the platform ecosystem. The academic contribution of this study is to create the structure of developing platform and managing network externality, hoping to bring more value and benefits. The factors are as below:1. Experts and external companies2. Complementary products and database setup3. multi-user selection and managing network externality through events In addition, this study is about the beginning of Garmin Sports platform in which on-line time is short and the interaction of network externality is limited. It is recommended that, for the follow-up research, researches should wait for Garmin Sports platform to operate for a longer period of time. Therefore, the creation and management of network externalities and the different types of network interaction will be more obvious.參考文獻 參考文獻一、英文文獻:[1] Allen M. Weiss and Erin Anderson (1992)."Converting from Independent toEmployee Salesforces: The Role of Perceived Switching Costs, "Journal ofMarketing Research, Vol. 29, No. 1, 101-115.[2] Baldwin, C Y. and, C. J, Woodard, (2008). "The Architecture of Platforms: AUnified View. " Harvard Business School Finance Working Paper, No. 09-034.[3] Basu, A., Mazumdar, T., and Raj, S. E. (2003). "Indirect Network ExternalityEffects on Product Attributes. Marketing Science, " 22(2), 209-221. [4] Burnham, Thomas A., Judy K. Frels, and Vijay, Mahajan.(2003)."Consumer[5] Claes, Fornell.(1992)."National Customer Satisfaction Barometer: The Swedish Experience, " Journal of Marketing, Vol. 56, No. 1, 6-21[6] Carl Shapiro, Hal R. Varian(1999). "Information Rules: A Strategic Guide to the Network Economy . " Harvard Business Press.[7] Cusumano, M. A. (2012) "Platforms versus products: Observations from the literature and history. " History and Strategy, 29, 35-67.[8] Deci, E. L. & Ryan, R. M. (1989). "The empirical exploration of intrinsic motivational processes." In L. Berkowitz (Ed.), Advances in experimental social psychology. New York: Academic Press. [9] E Brynjolfsson, and Kemerer, C. F. (1996) "Network Externalities in Microcomputer Software: An Econometric Analysis of the Spreadsheet Market. " Working Paper Series from MIT Center for Coordination Science.[10] Eisenmann, T., parker, G., and Van Alstyne, M. (2006). "Strategies for two-sided markets." Harvard business review, 84(10),92.[11] Eisenmann, T., parker, G., and Van Alstyne, M. (2011). "Platform envelopment. " Strategic Management Jounal, 32, 1270-1285.[12] Farrell, J., and Klemperer, P. (2007). "Coordination and lock-in: Competition with switching costs and network effects. Handbook of industrial organization, 3", 1967-2072.[13] Gawer, A. and Cusumano, M. A. (2002) "Platform Leadership: How Intel,Microsoft, and Cisco Drive Industry Innovation, " Harvard Business SchoolPress.[14] Gawer, A. (2009).“Platforms, markets and innovation.” Cheltenham, UK: Edward Elgar.[15][16] Jay Pil, C. (1994). "Network externality, compatibility choice, and planned obsolescence. " Journal of Industrial Economics, 42(2), 167-182. [17] Katz, M. L., & Shapiro, C. (1986). "Technology Adoption in the Presence of Network Externalities. " Journal of Political Economy, 94(4), 822-841.[18] Klemperer, P. (1987) "Markets with consumer switching costs. " The quarterly journal of economics, 375-394.[19] Kooyul Jung, Kim Yong-Cheol and René Stulz, (1996) "Timing, investment opportunities, managerial discretion, and the security issue decision. " Journal of Financial Economics, 1996, vol. 42, issue 2, 159-185[20] Michael L. Katz and Carl Shapiro, (1985) "Network Externalities, Competition, and Compatibility", The American Economic Review, Vol. 75, No. 3, pp. 424-440[21] Michael L. Katz and Carl Shapiro. (1994) "Systems Competition and Network Effects", The Journal of Economic Perspectives, Vol. 8, No. 2, 93-115.[22] N, Gandal and O Shy. (2001). "Standardization policy and international trade," Journal of International Economics, Elsevier, Vol 53(2), 363-383.[23] Porter, Michael E., (1985)"Competitive Advantage" Ch. 1. 11-15.[24] Rohlfs. J. (1974) "A Theory of Interdependent Demand for a Communications Service", Bell Journal of Economics, 5(1), 16-37.[25] Stremersch, S., Tellis, G. J., Franses, P. H., and Binken, J. L. G. (2007). Indirect Network Effects in New Product Growth. Journal of Marketing, 71(3), 52-74. [26] Tilson, D., Sorensen, C., and Lyytinen, K, (2012) "PLATFORM COMPLEXITY: LESSONS FROM MOBILE WIRELESS." 2012 International Conference on Mobile Business. 6, 289-300.[27] IDC Research (2007) " Worldwide Quarterly Wearable Device Tracker."[28] Robert K. Yin. (1994). "Case study research: Design and methods. " BeverlyHills.[29] Statistics - Federation of the Swiss watch industry FH. (2017) "Swiss watchexports"二、中文文獻[1] Geoffrey G, Parker, Marshall Van Alstyne, and Sangeet Paul Choudary (2016)，平台經濟模式，李芳齡 譯，台灣，天下出版[2] 劉文良(2014)，網路行銷:3A時代來臨，台灣，碁峰出版[3] 羅世輝(1999)，以系統動力學探討競爭性技術主流突現之動態性過程"，台灣， 國立中山大學企業管理研究所未出版博士論文[4] 陳威如、余卓軒(2013)，平台革命:席捲全球社交、購物、遊戲、媒體的商 業模式創新，台灣，商周出版[5] 陳根(2014)，穿戴式裝置時代:奇「機」上身‧第四波工業革命來襲，上奇時代出版[6] 資策會 MIC 產業研究報告(2017)，台灣智慧腕帶式裝置產業產銷調查分析，台灣，資策會[7] 資策會 MIC 產業研究報告(2017)，全球智慧腕帶式裝置產業發展分析報告， 台灣，資策會[8] 工研院產業經濟與趨勢研究中心(2015)，穿戴式裝置的發展趨勢與機會報告， 台灣，工研院三、網站資料Garmin 官網，http://www.garmin.c0m 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
105363039資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105363039 資料類型 thesis dc.contributor.advisor 邱奕嘉 zh_TW dc.contributor.author (作者) 林逸安 zh_TW dc.creator (作者) 林逸安 zh_TW dc.date (日期) 2017 en_US dc.date.accessioned 13-九月-2017 16:02:45 (UTC+8) - dc.date.available 13-九月-2017 16:02:45 (UTC+8) - dc.date.issued (上傳時間) 13-九月-2017 16:02:45 (UTC+8) - dc.identifier (其他 識別碼) G0105363039 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/112831 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 105363039 zh_TW dc.description.abstract (摘要) 近年來，國人追求健康、愛美等因素而運動風氣蔚為盛行，連帶擴大穿戴型裝置產業發展，越來越多廠商加入。而在競爭激烈的全球市場中，不少廠商以平台經濟模式的建立及善用網路外部性的發展為轉型的策略，其中，如何有效率擴大平台規模及提高顧客黏著度尤其重要。本研究著重於以下三點：個案公司之平台商業模式的運作機制、如何創造不同種類之網路外部性及如何管理網路外部性創造更多效益。本研究採取單一個案研究法，並挑選從GPS大廠成功涉足智慧型穿戴式裝置且近年來積極轉型之台灣國際航電股份有限公司(Garmin Corp.)，經過研究個案公司平台商業模式與網路外部性的創造及管理，歸納本研究之發現：Garmin透過Garmin Sports平台的管理，建立與外部用戶的關係；並藉由穿戴式裝置的租借與其他廠商合作活動帶動運動市場貿易；再教練培訓為中心出發，提供一套專業、完整的課程，建立平台生態圈，擴大平台規模。本研究之貢獻在於透過Garmin Sports的案例建立一套平台發展與網路外部性的創造與管理之架構，以期了解透過平台網路外部性發展如何提升使用者價值、為使用者帶來更多效益。歸納出三項因素如下：1. 專業人士與外部廠商2. 互補品的發展與資料庫的建立3. 透過多方用戶的選擇與舉辦活動來管理網路外部性此外，本研究為Garmin Sports平台成立初期，上線時間較短，部分網路外部性的交互影響研究受限。故建議後續研究，可待Garmin Sports平台運作期間較長，其網路外部性的創造與管理及不同種類網路外部性之相互作用亦會較為明顯。 zh_TW dc.description.abstract (摘要) In recent years, the atmosphere of physical workout becomes prevalent, which results in the expansion of wearable device industry, causing more and more companies join in this industry. Under such a highly competitive global markets, platform transformation gradually becomes a popular strategy. In the research, our main focus lies on what the platform business model is and how to create and manage different kind of network externality. The case study method is applied for this research. We select Garmin Corp, a GPS corporation which successfully develops wearable devices in recent years and has transformed into a new business model as our research subject. With in-depth case study of platform business model and the creation and management of network externality, we conclude our findings as below: Garmin establishes the relationship with external users and cooperates with other companies through the management of the Garmin Sports platform by leasing wearable devices. To expand the scale of the platform, Garmin provides a set of professional training camp and competitions, so as to establish the platform ecosystem. The academic contribution of this study is to create the structure of developing platform and managing network externality, hoping to bring more value and benefits. The factors are as below:1. Experts and external companies2. Complementary products and database setup3. multi-user selection and managing network externality through events In addition, this study is about the beginning of Garmin Sports platform in which on-line time is short and the interaction of network externality is limited. It is recommended that, for the follow-up research, researches should wait for Garmin Sports platform to operate for a longer period of time. Therefore, the creation and management of network externalities and the different types of network interaction will be more obvious. en_US dc.description.tableofcontents 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的與研究問題 2 第三節 研究範圍與步驟 4第二章 文獻探討 5 第一節 平台策略 5 第二節 網路外部性 9第三章 研究方法 17 第一節 研究方法 17 第二節 研究設計 19 第三節 研究架構 23第四章 個案介紹 25 第一節 個案產業簡介 25 第二節 個案公司簡介 34第五章 研究分析與討論 46 第一節 研究分析 46 第二節 研究發現 55第六章 結論與建議 60 第一節 結論 60 第二節 研究限制 63 第三節 後續研究建議 63參考文獻 64 zh_TW dc.format.extent 2638787 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105363039 en_US dc.subject (關鍵詞) 平台策略 zh_TW dc.subject (關鍵詞) 網路外部性 zh_TW dc.subject (關鍵詞) 轉換成本 zh_TW dc.subject (關鍵詞) 運動平台 zh_TW dc.subject (關鍵詞) 穿戴式裝置 zh_TW dc.subject (關鍵詞) Platform Strategy en_US dc.subject (關鍵詞) Network externality en_US dc.subject (關鍵詞) Switching costs en_US dc.subject (關鍵詞) Sport platform en_US dc.subject (關鍵詞) Wearable device en_US dc.title (題名) 網路外部性的創造與管理-以Garmin Sports為例 zh_TW dc.title (題名) The network externality of platform – A case study of Sport Industry en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 參考文獻一、英文文獻:[1] Allen M. Weiss and Erin Anderson (1992)."Converting from Independent toEmployee Salesforces: The Role of Perceived Switching Costs, "Journal ofMarketing Research, Vol. 29, No. 1, 101-115.[2] Baldwin, C Y. and, C. J, Woodard, (2008). "The Architecture of Platforms: AUnified View. " Harvard Business School Finance Working Paper, No. 09-034.[3] Basu, A., Mazumdar, T., and Raj, S. E. (2003). "Indirect Network ExternalityEffects on Product Attributes. Marketing Science, " 22(2), 209-221. [4] Burnham, Thomas A., Judy K. Frels, and Vijay, Mahajan.(2003)."Consumer[5] Claes, Fornell.(1992)."National Customer Satisfaction Barometer: The Swedish Experience, " Journal of Marketing, Vol. 56, No. 1, 6-21[6] Carl Shapiro, Hal R. Varian(1999). "Information Rules: A Strategic Guide to the Network Economy . " Harvard Business Press.[7] Cusumano, M. A. (2012) "Platforms versus products: Observations from the literature and history. " History and Strategy, 29, 35-67.[8] Deci, E. L. & Ryan, R. M. (1989). "The empirical exploration of intrinsic motivational processes." In L. Berkowitz (Ed.), Advances in experimental social psychology. New York: Academic Press. [9] E Brynjolfsson, and Kemerer, C. F. (1996) "Network Externalities in Microcomputer Software: An Econometric Analysis of the Spreadsheet Market. " Working Paper Series from MIT Center for Coordination Science.[10] Eisenmann, T., parker, G., and Van Alstyne, M. (2006). "Strategies for two-sided markets." Harvard business review, 84(10),92.[11] Eisenmann, T., parker, G., and Van Alstyne, M. (2011). "Platform envelopment. " Strategic Management Jounal, 32, 1270-1285.[12] Farrell, J., and Klemperer, P. (2007). "Coordination and lock-in: Competition with switching costs and network effects. Handbook of industrial organization, 3", 1967-2072.[13] Gawer, A. and Cusumano, M. A. (2002) "Platform Leadership: How Intel,Microsoft, and Cisco Drive Industry Innovation, " Harvard Business SchoolPress.[14] Gawer, A. (2009).“Platforms, markets and innovation.” Cheltenham, UK: Edward Elgar.[15][16] Jay Pil, C. (1994). "Network externality, compatibility choice, and planned obsolescence. " Journal of Industrial Economics, 42(2), 167-182. [17] Katz, M. L., & Shapiro, C. (1986). "Technology Adoption in the Presence of Network Externalities. " Journal of Political Economy, 94(4), 822-841.[18] Klemperer, P. (1987) "Markets with consumer switching costs. " The quarterly journal of economics, 375-394.[19] Kooyul Jung, Kim Yong-Cheol and René Stulz, (1996) "Timing, investment opportunities, managerial discretion, and the security issue decision. " Journal of Financial Economics, 1996, vol. 42, issue 2, 159-185[20] Michael L. Katz and Carl Shapiro, (1985) "Network Externalities, Competition, and Compatibility", The American Economic Review, Vol. 75, No. 3, pp. 424-440[21] Michael L. Katz and Carl Shapiro. (1994) "Systems Competition and Network Effects", The Journal of Economic Perspectives, Vol. 8, No. 2, 93-115.[22] N, Gandal and O Shy. (2001). "Standardization policy and international trade," Journal of International Economics, Elsevier, Vol 53(2), 363-383.[23] Porter, Michael E., (1985)"Competitive Advantage" Ch. 1. 11-15.[24] Rohlfs. J. (1974) "A Theory of Interdependent Demand for a Communications Service", Bell Journal of Economics, 5(1), 16-37.[25] Stremersch, S., Tellis, G. J., Franses, P. H., and Binken, J. L. G. (2007). Indirect Network Effects in New Product Growth. Journal of Marketing, 71(3), 52-74. [26] Tilson, D., Sorensen, C., and Lyytinen, K, (2012) "PLATFORM COMPLEXITY: LESSONS FROM MOBILE WIRELESS." 2012 International Conference on Mobile Business. 6, 289-300.[27] IDC Research (2007) " Worldwide Quarterly Wearable Device Tracker."[28] Robert K. Yin. (1994). "Case study research: Design and methods. " BeverlyHills.[29] Statistics - Federation of the Swiss watch industry FH. (2017) "Swiss watchexports"二、中文文獻[1] Geoffrey G, Parker, Marshall Van Alstyne, and Sangeet Paul Choudary (2016)，平台經濟模式，李芳齡 譯，台灣，天下出版[2] 劉文良(2014)，網路行銷:3A時代來臨，台灣，碁峰出版[3] 羅世輝(1999)，以系統動力學探討競爭性技術主流突現之動態性過程"，台灣， 國立中山大學企業管理研究所未出版博士論文[4] 陳威如、余卓軒(2013)，平台革命:席捲全球社交、購物、遊戲、媒體的商 業模式創新，台灣，商周出版[5] 陳根(2014)，穿戴式裝置時代:奇「機」上身‧第四波工業革命來襲，上奇時代出版[6] 資策會 MIC 產業研究報告(2017)，台灣智慧腕帶式裝置產業產銷調查分析，台灣，資策會[7] 資策會 MIC 產業研究報告(2017)，全球智慧腕帶式裝置產業發展分析報告， 台灣，資策會[8] 工研院產業經濟與趨勢研究中心(2015)，穿戴式裝置的發展趨勢與機會報告， 台灣，工研院三、網站資料Garmin 官網，http://www.garmin.c0m zh_TW
