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題名 組織關鍵活動與商業模式之關聯研究 – 以澳門訂餐外送平台為例
Study on the Relationship between Organizational Critical Activities and Business Model – A Case Study of Order and Delivery Platform in Macao作者 周淑娜 貢獻者 洪為璽
周淑娜關鍵詞 網際網路
外送平台
組織關鍵活動
商業模式
行動應用程式
Internet
Delivery platform
Organization critical activities
Business model
APP日期 2018 上傳時間 5-Feb-2018 17:14:09 (UTC+8) 摘要 外送平台為滿足餐廳與消費者需求的外送平台。現代人生活繁忙，加上對網際網路的高度依賴，大部分人都希望透過網路解決日常生活問題，包括餐飲。由於人們的生活習慣改變，傳統餐飲外送都是打電話去熟悉的店家要求外送，餐飲外送平台服務的出現顛覆了傳統到餐廳用餐的習慣。本個案研究透過訪問澳門標竿訂餐外送平台A公司，以及次級資料的輔助，去探討組織關鍵活動與商業模式之關連性、帶給消費者的價值與關鍵成功因素，作為以後欲加入外送平台業者之參考加值。 新創事業會以商業模式為其事業作系統化的分析，集中市場需要，透過商業模式來解釋企業如何獲利，透過獨特的商業模式在市場上競爭。商業模式建立後，企業便希望能夠監控企業某些活動以達到短、中、長期的成功。企業投放最多資源、受高階主管重視，而且不斷實行的活動，稱為「組織關鍵活動」。 Ａ平台為新創企業，在始創期時需要大量的資金去發展不同的業務與行銷活動。平台在剛開始運作時曾因外送人員不足、安排外送路線混亂等問題導致送餐時間延誤，或是當餐點送到客戶手裡時已冷掉。因此本研究經過對個案公司人員深入訪談，找出該企業的六項組織關鍵活動，依排序分別為募集資金、擴充外送團隊、加強宣傳力度、拓展業務範疇、優化平台服務、團隊管理。 本研究發現企業透過商業模式幫助企業定義如何創造、傳遞及獲取價值的手段與方法，是屬於發展規劃較前面階段的概念。當企業為其業務發展定位後，便開始找出企業在商業模式的基礎上針對組織想要達到的成功目標，去不斷實行相關的活動，再配合企業本身特有的關鍵成功因素，使得整個企業發展架構更有系統，對企業長遠發展能產生關鍵性作用。
The delivery platform connects the needs of restaurant and consumers. Nowadays, people with busy life and are highly depending on the Internet in their daily life, including ordering meals. As people`s living habits are changing, the start-up of delivery platform subverts the traditional habit of dining in the restaurant. This study explores the connection between the Organizational Critical Activities and Business Model through the interviews with Macau`s outstanding meal delivery platform A and with the assistance of secondary materials to bring the value and success factors of consumers for the future entrants who wish to join the delivery platform as a reference. Start-ups need a systematic analysis of their careers based on business models to identify how businesses can make money and compete in the market through unique business models. After the establishment of the business model, enterprises need to monitor certain activities of enterprises in order to achieve short, medium and long-term success. Organizations that place the most resources, are valued by top executives, and are constantly conducted, termed “Organization Critical Activities." Delivery Platform A as a start-up business, it needs huge amount of money to develop different business and marketing activities. It faces a lot of difficulties such as lack of human power for delivery, confusion in delivery routes or the meals are getting cold when they delivered to customers. After conducting in-depth interviews with company personnel, the study lists six organizational critical activities in sequence, namely raising funds, expanding delivery team, advertising, expanding business scope, optimizing platform service and team management. Enterprises start the business by using Business Model as the tool for positioning. Such model helps enterprises to define how to create, transfer value to customers, which belongs to the early stage of the business development planning. Then, enterprises start to consider what activities the enterprises have to implement base on the positioning result of Business Model. By combining with the company’s unique key success factors, the proposed analysis framework is more systematic and plays a key role in the long-term development of the enterprises.參考文獻 一、中文部分1. 李芳齡譯 (2007)，Evans David S., Schmalensee Richard著。企業觸媒策略：觸媒型企業多邊平台的制勝法則，天下雜誌，台北市。2. 周冠州 (2010)。開放式創新中介平台成功驅動因子研究。國立交通大學，管理學院碩士在職專班資訊管理組，新竹市。3. 林昀臻(2010)。連結網站與組織關鍵活動之關鍵成功因素：以製造業為例。國立中正大學，資訊管理學系暨研究所，嘉義縣。4. 亞歷山大•奧斯瓦爾德 (2017)。價值主張年代—設計思考x顧客不可或缺的需求=成功商業模式的獲利核心。台北：天下雜誌股份有限公司。5. 亞歷山大•奧斯瓦爾德 (2012)。獲利世代:自己動手，畫出你的商業模式。台北：早安財經。6. 袁方編 (2002)。社會研究方法。台北：五南圖書。7. 湯宗勳，丁麗萍譯（2002），Hagel, J., & Singer, M., 著。網 路價值：逆向市場上的資訊仲介者，臉譜出版，台北市。8. 蔡政安，廖明坤 (2015)。資訊科技通路之商業模式互動關係探索研究，商略學報。第7卷，第2期，089-112頁。9. 韓燕甯 (2007)。從開放式創新觀點探討 NTT DoCoMo 平台型經營模式。國立政治大學，企業管理研究所，台北市。二、英文部分1. Anthony, R. N.(1965), “Planning and Control System: A Framework for Analysis.” Harvard Business School, Boston, MA2. Amit, R. & Zott, C. (2001), “Value creation in e-business”, Strategic Management Journal, 22: 493-520.3. Cusumano, M. A., & Gawer, A.(2002), “The Elements of Platform Leadership”, MIT Sloan Management Review, 43(3), pp51-58.4. Chesbrough and Rosenbloom (2002), “The role of the business model in capturing value from innovation: evidence from Xerox Corporation’s technology spin-off companies”, Harvard Business School, Boston, MA, 11(3), 557-579.5. David J. Teece (2010). “Business Models, Business Strategy and Innovation”, Long Range Planning, 43, P.172-194.6. Hagel, J., & Singer, M.(1999), “Net Worth: Shaping Markets When Customers Make the Rules”, McKinsey & Company, Inc.,7. Johnson, Christensen & Kagermann (2008). “Reinventing Your Business Model”, Harvard Business Review.8. Markides, C. (1999). “A dynamic view of strategy”, MIT Sloan Management Review, 40(3), 55-63.9. Mahadevan, B. (2000). “Business models for Internet-based e-commerce: An anatomy”, California management review, 42(4), 55-69.10. Morris, M. (2005). “The entrepreneur’s business model: toward a unified perspective”, Journal of business research, 58(6), 726-735.11. Osterwalder, A. (2004), “The business model ontology-A proposition in a design science approach”, Dissertation 173, University of Lausanne, Switzerland12. Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005), “Clarifying business models: Originals, present and future of the concept”, Communications of Association for Information Science (CAIS), 16:1-25.13. Svensson, G. (2002). “Beyond global marketing and the globalization of marketing activities”, Management Decision, 40(6), 574-583.14. Son, J. H., and Kim, M. H. (2001),” Improving the performance of time-constrained workflow processing”, Journal of Systems and Software, 58(3), 211-219.15. Timmers, P. (1998), “Business models for electronic markets”, Electronic Markets, 8(2): 3-8.16. Hung, Wei-Hsi (2006). “Supporting Organizational Critical Activities from Web Sites: An Evaluation Methodology Development”. PhD Thesis, The University of Waikato. 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
105363121資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105363121 資料類型 thesis dc.contributor.advisor 洪為璽 zh_TW dc.contributor.author (Authors) 周淑娜 zh_TW dc.creator (作者) 周淑娜 zh_TW dc.date (日期) 2018 en_US dc.date.accessioned 5-Feb-2018 17:14:09 (UTC+8) - dc.date.available 5-Feb-2018 17:14:09 (UTC+8) - dc.date.issued (上傳時間) 5-Feb-2018 17:14:09 (UTC+8) - dc.identifier (Other Identifiers) G0105363121 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/115854 - 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) 105363121 zh_TW dc.description.abstract (摘要) 外送平台為滿足餐廳與消費者需求的外送平台。現代人生活繁忙，加上對網際網路的高度依賴，大部分人都希望透過網路解決日常生活問題，包括餐飲。由於人們的生活習慣改變，傳統餐飲外送都是打電話去熟悉的店家要求外送，餐飲外送平台服務的出現顛覆了傳統到餐廳用餐的習慣。本個案研究透過訪問澳門標竿訂餐外送平台A公司，以及次級資料的輔助，去探討組織關鍵活動與商業模式之關連性、帶給消費者的價值與關鍵成功因素，作為以後欲加入外送平台業者之參考加值。 新創事業會以商業模式為其事業作系統化的分析，集中市場需要，透過商業模式來解釋企業如何獲利，透過獨特的商業模式在市場上競爭。商業模式建立後，企業便希望能夠監控企業某些活動以達到短、中、長期的成功。企業投放最多資源、受高階主管重視，而且不斷實行的活動，稱為「組織關鍵活動」。 Ａ平台為新創企業，在始創期時需要大量的資金去發展不同的業務與行銷活動。平台在剛開始運作時曾因外送人員不足、安排外送路線混亂等問題導致送餐時間延誤，或是當餐點送到客戶手裡時已冷掉。因此本研究經過對個案公司人員深入訪談，找出該企業的六項組織關鍵活動，依排序分別為募集資金、擴充外送團隊、加強宣傳力度、拓展業務範疇、優化平台服務、團隊管理。 本研究發現企業透過商業模式幫助企業定義如何創造、傳遞及獲取價值的手段與方法，是屬於發展規劃較前面階段的概念。當企業為其業務發展定位後，便開始找出企業在商業模式的基礎上針對組織想要達到的成功目標，去不斷實行相關的活動，再配合企業本身特有的關鍵成功因素，使得整個企業發展架構更有系統，對企業長遠發展能產生關鍵性作用。 zh_TW dc.description.abstract (摘要) The delivery platform connects the needs of restaurant and consumers. Nowadays, people with busy life and are highly depending on the Internet in their daily life, including ordering meals. As people`s living habits are changing, the start-up of delivery platform subverts the traditional habit of dining in the restaurant. This study explores the connection between the Organizational Critical Activities and Business Model through the interviews with Macau`s outstanding meal delivery platform A and with the assistance of secondary materials to bring the value and success factors of consumers for the future entrants who wish to join the delivery platform as a reference. Start-ups need a systematic analysis of their careers based on business models to identify how businesses can make money and compete in the market through unique business models. After the establishment of the business model, enterprises need to monitor certain activities of enterprises in order to achieve short, medium and long-term success. Organizations that place the most resources, are valued by top executives, and are constantly conducted, termed “Organization Critical Activities." Delivery Platform A as a start-up business, it needs huge amount of money to develop different business and marketing activities. It faces a lot of difficulties such as lack of human power for delivery, confusion in delivery routes or the meals are getting cold when they delivered to customers. After conducting in-depth interviews with company personnel, the study lists six organizational critical activities in sequence, namely raising funds, expanding delivery team, advertising, expanding business scope, optimizing platform service and team management. Enterprises start the business by using Business Model as the tool for positioning. Such model helps enterprises to define how to create, transfer value to customers, which belongs to the early stage of the business development planning. Then, enterprises start to consider what activities the enterprises have to implement base on the positioning result of Business Model. By combining with the company’s unique key success factors, the proposed analysis framework is more systematic and plays a key role in the long-term development of the enterprises. 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.....................................1 第三節 研究流程.....................................3第二章、文獻探討.......................................4 第一節 電子交易平台..................................4 第二節 組織關鍵活動 (Organizational Critical Activities, OCAs)...............................................6 第三節 商業模式（Business Model）...................10 第四節 價值主張 (Value Proposition )...............13第三章、研究設計與方法.................................16 第一節 研究方法....................................16 第二節 研究架構....................................18第四章、研究結果......................................24 第一節 澳門餐飲產業結構分析..........................24 第二節 訂餐外送Ａ平台介紹與特色.......................25 第三節 Ａ平台商業模式...............................34 第四節 Ａ平台組織關鍵活動............................45 第五節 Ａ平台關鍵成功因素............................48第五章、研究結果討論...................................49 第一節 研究討論....................................49 第二節 本研究與文獻差異探討..........................50第六章、結論.........................................52 第一節 研究結論....................................52 第二節 實務建議....................................53 第三節 研究限制....................................54 參考資料...........................................55附錄一 訪談大鋼......................................59 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105363121 en_US dc.subject (關鍵詞) 網際網路 zh_TW dc.subject (關鍵詞) 外送平台 zh_TW dc.subject (關鍵詞) 組織關鍵活動 zh_TW dc.subject (關鍵詞) 商業模式 zh_TW dc.subject (關鍵詞) 行動應用程式 zh_TW dc.subject (關鍵詞) Internet en_US dc.subject (關鍵詞) Delivery platform en_US dc.subject (關鍵詞) Organization critical activities en_US dc.subject (關鍵詞) Business model en_US dc.subject (關鍵詞) APP en_US dc.title (題名) 組織關鍵活動與商業模式之關聯研究 – 以澳門訂餐外送平台為例 zh_TW dc.title (題名) Study on the Relationship between Organizational Critical Activities and Business Model – A Case Study of Order and Delivery Platform in Macao en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文部分1. 李芳齡譯 (2007)，Evans David S., Schmalensee Richard著。企業觸媒策略：觸媒型企業多邊平台的制勝法則，天下雜誌，台北市。2. 周冠州 (2010)。開放式創新中介平台成功驅動因子研究。國立交通大學，管理學院碩士在職專班資訊管理組，新竹市。3. 林昀臻(2010)。連結網站與組織關鍵活動之關鍵成功因素：以製造業為例。國立中正大學，資訊管理學系暨研究所，嘉義縣。4. 亞歷山大•奧斯瓦爾德 (2017)。價值主張年代—設計思考x顧客不可或缺的需求=成功商業模式的獲利核心。台北：天下雜誌股份有限公司。5. 亞歷山大•奧斯瓦爾德 (2012)。獲利世代:自己動手，畫出你的商業模式。台北：早安財經。6. 袁方編 (2002)。社會研究方法。台北：五南圖書。7. 湯宗勳，丁麗萍譯（2002），Hagel, J., & Singer, M., 著。網 路價值：逆向市場上的資訊仲介者，臉譜出版，台北市。8. 蔡政安，廖明坤 (2015)。資訊科技通路之商業模式互動關係探索研究，商略學報。第7卷，第2期，089-112頁。9. 韓燕甯 (2007)。從開放式創新觀點探討 NTT DoCoMo 平台型經營模式。國立政治大學，企業管理研究所，台北市。二、英文部分1. Anthony, R. N.(1965), “Planning and Control System: A Framework for Analysis.” Harvard Business School, Boston, MA2. Amit, R. & Zott, C. (2001), “Value creation in e-business”, Strategic Management Journal, 22: 493-520.3. Cusumano, M. A., & Gawer, A.(2002), “The Elements of Platform Leadership”, MIT Sloan Management Review, 43(3), pp51-58.4. Chesbrough and Rosenbloom (2002), “The role of the business model in capturing value from innovation: evidence from Xerox Corporation’s technology spin-off companies”, Harvard Business School, Boston, MA, 11(3), 557-579.5. David J. Teece (2010). “Business Models, Business Strategy and Innovation”, Long Range Planning, 43, P.172-194.6. Hagel, J., & Singer, M.(1999), “Net Worth: Shaping Markets When Customers Make the Rules”, McKinsey & Company, Inc.,7. Johnson, Christensen & Kagermann (2008). “Reinventing Your Business Model”, Harvard Business Review.8. Markides, C. (1999). “A dynamic view of strategy”, MIT Sloan Management Review, 40(3), 55-63.9. Mahadevan, B. (2000). “Business models for Internet-based e-commerce: An anatomy”, California management review, 42(4), 55-69.10. Morris, M. (2005). “The entrepreneur’s business model: toward a unified perspective”, Journal of business research, 58(6), 726-735.11. Osterwalder, A. (2004), “The business model ontology-A proposition in a design science approach”, Dissertation 173, University of Lausanne, Switzerland12. Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005), “Clarifying business models: Originals, present and future of the concept”, Communications of Association for Information Science (CAIS), 16:1-25.13. Svensson, G. (2002). “Beyond global marketing and the globalization of marketing activities”, Management Decision, 40(6), 574-583.14. Son, J. H., and Kim, M. H. (2001),” Improving the performance of time-constrained workflow processing”, Journal of Systems and Software, 58(3), 211-219.15. Timmers, P. (1998), “Business models for electronic markets”, Electronic Markets, 8(2): 3-8.16. Hung, Wei-Hsi (2006). “Supporting Organizational Critical Activities from Web Sites: An Evaluation Methodology Development”. PhD Thesis, The University of Waikato. zh_TW
