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題名 訂閱經濟發展之個案研析-以PressPlay為例
A Case Study of Subscription Economy
作者 陳雅琳
Chen, Ya-Lin
貢獻者 邱奕嘉
Chiu, Yi-Chia
陳雅琳
Chen, Ya-Lin
關鍵詞 訂閱經濟
訂閱模式
訂閱制企業
Subscription economy
Subscription business model
Subscription-based business
PressPlay
日期 2019
上傳時間 7-Aug-2019 17:04:52 (UTC+8)
摘要 2008 年，Zuora 的創辦人兼執行長左軒霆(Tien Tzuo)提出「訂閱經濟(Subscription Economy)」，用以描述企業與商業模式從產品導向轉變為顧客導向的全新時代。時至今日，5 大科技巨頭 FAANG (Facebook、Amazon、Apple、Netflix、Google)、串流音樂平台 Spotify、軟體大廠 Adobe，這些快速崛起的企業都不約而同採用訂閱商業模式獲利，抑或是有部分收入來源取自訂戶。訂閱服務概念正在各個產業快速蔓延，消費者越來越青睞訂閱模式，預示著訂閱經濟的到來。
雖然訂閱模式在實務方面有諸多成功先例，但面對此一新經濟型態，目前學術界研究仍付之闕如，而產業人員對其理解多半以一斑而推全貌，尚未有完整探討，令許多想轉型訂閱制的企業進入誤區。有鑑於此，本研究擬藉由剖析訂閱經濟發展脈絡，探討新型態訂閱制與訂閱制企業之特性，並為欲轉型訂閱制的企業，提供一系統性運作框架。
內容付費訂閱平台 PressPlay 為轉型訂閱制企業的成功案例。藉由轉型訂閱制，PressPlay 擺脫原本競爭激烈的商業環境，取得穩定成長的營收，因此本研究以 PressPlay 為個案研究對象，探討轉型訂閱制於 PressPlay 商業模式上的轉變，並進而驗證本研究提供之運作框架，協助訂閱制企業了解其在訂閱經濟中所扮演的角色與定位，並為欲轉型訂閱制的企業掌握訂閱商機，提升附加價值。
In 2008, Tien Tzuo, Zuora`s founder and CEO, coined a phase called “subscription economy” to describe a new era in which the business model shifts from product orientation to customer orientation. Today, fast-growing companies including the top five technology giants FAANG (Facebook, Amazon, Apple, Netflix, Google), Spotify and Adobe, take advantage of the subscription business model to earn profit, or consider subscribing as a part of their revenue. The concept of subscription services is spreading rapidly in various industries, and consumers are increasingly favoring the subscription model, indicating the arrival of the subscription economy.
Although the subscription model has many successful precedents in practice, the academic research still has a lack of the new economy, and the industries haven’t understood it yet. Firms which want to transform to subscription model can easily go wrong. Because of it, the study intends to analyze the development of the subscription economy, explore the emergence of the new subscription model and the characteristics of the subscription-based business. Finally, the study will provide a systemic operational framework for companies which want to transform to the subscription business model.
PressPlay, as a subscription-based platform, is a successful case for subscription transformation. With the subscription model, PressPlay pulls ahead of its competition and achieves stable growth. Therefore, this study takes PressPlay as a case study to explore the subscription transformation of PressPlay, and then verify the operational framework in order to help the subscription-based business to understand their role and position in the subscription economy. For the firms which want to transform to the subscription business model, the study provides the opportunities to realize the subscription economy and enhance the added value.
參考文獻 一、英文文獻
1. Afuah, A., & Tucci, C. L. (2003). Internet Business Models and Strategies: Text and Cases. New York: McGraw-Hill.
2. Alexander, Osterwalder., Yves, Pigneur., & Christopher L., Tucci. (2005). Clarifying
3. Business Models: Origins, Present, and Future of the Concept. Communications of the Association for Information Systems, 16(1).
4. Alt, R. & Zimmermann, HD. (2001). Introduction to Special Section - Business Models. Electronic Markets, 11(1), 3-9.
5. Anderson, C. (2009). Free: The Future of a Radical Price. New York: Hachette Books.
6. Anderson, R. (2018). Competitive Landscape: Cloud Subscription and Recurring Billing Management, North America. Retrieved from: https://www.gartner.com/doc/reprints?id=1-5V9YRYR&ct=181128&st=sb
7. Applegate, L. M., F. W. McFarlan, & J. L. McKenney. (1999). Corporate Information Systems Management: Text and Cases. 5th ed. Homewood, IL: Irwin/McGraw-Hill.
8. Babbie, E. R. (2011). The basics of social research (5th ed). Australia ; Belmont, CA: Wadsworth / Cengage Learning.
9. Bärtl, M. (2018). YouTube channels, uploads and views: A statistical analysis of the past 10 years. Convergence, 24(1), 16–32.
10. Baxter, R. K. (2016). 引爆會員經濟：打造成長駭客的關鍵核心，Netflix、 Amazon 和 Adobe 最重要的獲利祕密.（陳琇玲,吳慧珍譯）。台北：商周出 版。（原著出版於 2015）
11. Cahill, R. (n.d.). The 5 stages of the subscriber journey. Retrieved from: https://www.zuora.com/guides/5-stages-subscriber-journey/(June 21, 2019)
12. Chesbrough, H., & Rosenbloom, R. S. (2002). The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation’s Technology Spin-Off Companies. Industrial and Corporate Change, 11.
13. Chyi, H. I. (2009). Willingness to Pay for Online News: An Empirical Study on the Viability of the Subscription Model. Journal of Media Economics, 18(2), 131–142.
14. Dubosson‐Torbay, M., Osterwalder, A., & Pigneur, Y. (2002). E-business model design, classification, and measurements. Thunderbird International Business Review, 44(1), 5–23.
15. Fritscher, B., & Pigneur, Y. (2009). Supporting Business Model Modelling: A Compromise between Creativity and Constraints. 5963, 28–43.
16. George, G., & Bock, A. (2009). The Business Model in Practice and Its Implications for Entrepreneurship Research. Entrepreneurship Theory and Practice, 35.
17. IIC Partners. (2018). Building The Subscription Economy. Retrieved from: https://iicpartners.com/media-centre/building-the-subscription-economy/
18. ING eZonomics. (2018). What is the subscription economy? Retrieved from: https://www.ezonomics.com/whatis/the-subscription-economy
19. Linder, J. and Cantrell, S. (2000). Changing Business Models: Surveying the Landscape. Accenture Institute for Strategic Change.
20. Magretta, J. (2002). Why Business Models Matter. Harvard Business Review, 80, 86-92.
21. Marsden, P. (2015). The 10 Business Models of Digital Disruption (and how to respond to them). Retrieved from: https://digitalwellbeing.org/the-10-businessmodels-of-digital-disruption-and-how-to-respond-to-them/(June 20,2019)
22. Meeker, M. (2018). Internet Trends Report. Retrieved from: https://www.kleinerperkins.com/files/INTERNET_TRENDS_REPORT_2018.pd f
23. Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur’s business model: Toward a unified perspective. Journal of Business Research, 58(6), 726– 735.
24. Nets. (2018). Perspectives Whitepaper: Subscription economy – business perspective. Retrieved from: https://www.nets.eu/SiteCollectionDocuments/whitepaper/whitepaper_subscription_economy_business_perspective.pdf
25. Nova, A. (2018). The「Netflix」model of car ownership is on the rise for drivers who need wheels-without the debt. CNBC. Retrieved from: https://www.cnbc.com/2018/12/01/forget-leasing-or-buying-a-car-thesecompanies-let-you-subscribe.html
26. OceanX. (2017). The Psychology of Physical Subscriptions [Video file]. Retrieved from: https://vimeo.com/215421478
27. Osterwalder, A. (2004). The Business Model Ontology – A Proposition in a Design Science Approach.
28. Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. New Jersey: John Wiley & Sons Inc.
29. Osterwalder, A., Pigneur, Y. (2002). An e-Business Model Ontology for Modeling e-Business, Proceedings of the Bled Electronic Commerce Conference, June 17 -19.
30. Petrovic, O., Kittl, C., & Teksten, R. D. (2001). Developing Business Models for Ebusiness
31. Subscription. (2019). In Merriam-Webster.com. Retrieved from: https://www.merriam-webster.com/dictionary/subscription
32. The Economist Intelligence Unit. (2013). Supply on Demand: Changing Patterns in Consumption and Delivery Models. Retrieved from: https://eiuperspectives.economist.com/sites/default/files/EIU_Zuora_WEB_Final .pdf
33. Tzuo, T. (2015). THE SUBSCRIPTION ECONOMY: A BUSINESS TRANSFORMATION. Retrieved from: https://medium.com/@tientzuo/thesubscription-economy-a-business-transformation-83d6fb24a2f9(June 21, 2019)
34. Tzuo, T. (2018). The product economy is over. Here’s how to survive in the subscription economy. Retrieved from: https://www.linkedin.com/pulse/producteconomy-over-heres-how-survive-subscription-tien-tzuo
35. Tzuo, T., & Weisert, G. (2018). Subscribed: Why the Subscription Model Will Be Your Company’s Future - and What to Do About It. United States: Portfolio.
36. Warrillow, J. (2016). 讓顧客的錢自動流進來：把客戶變訂戶，定期掏錢、 一消費就是好幾年（鄭煥昇譯）。新北：李茲文化。（原著出版於 2015）
37. Weill, P. and Vitale, M.R. (2001) Place to Space: Migrating to E-Business Models. Harvard Business School Press, Boston.
38. Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2009). Business Research Methods, 8th Edition. Nashville: South-Western College Pub
39. Zoltners, A. A., Sinha, P., & Lorimer, S. E. (2018). What Subscription Business Models Mean for Sales Teams. Harvard Business Review.


二、 中文文獻
1. 【訂閱世代】知識訂閱平台營收破億 狂吸 48 萬用戶月留存達 83%(2019)。 蘋果新聞網 。2019 年 6 月 21 日，取自: https://tw.appledaily.com/new/realtime/20190426/1555282/
2. 台灣的知識經濟市場規模真的很小嗎？(2018)。 吐納商業評論 。2019 年 6 月 21 日，取自:https://tuna.to/pressplay-revealed-10fc1919bc1b
3. 李霜茹(2016)。然後公司就死掉了。HereO、呼叫阿福創業失敗血淚談。 2019 年 6 月 20 日，取自:https://panx.asia/archives/46805
4. 沈瑜(2018)。給粉絲想要的 PressPlay 讓網友甘願付費。 今周刊 。2019 年 6 月 21 日，取自: https://www.businesstoday.com.tw/article/category/154768/post/201804110042
5. 林秀英、陳勇志(2013)。圓夢推手的理想與現實，群眾募資平台的發展現 況與挑戰課題。 台灣經濟研究月刊 ，36(3)：98-105。
6. 林佩璇(2000)。個案研究及其在教育研究上的運用。載於中正大學(主編)， 質的教育研究方法 ，頁 239-262。高雄:麗文。
7. 林雅燕(2014)。新興募資方式—群眾募資行為之初探。 經濟研究 ，14(6)， 頁 152–172。
8. 林鼎鈞(2018)。經營內容訂閱平台兩年，PressPlay 的經驗與數據分享。 2019 年 6 月 21 日，取自:https://reurl.cc/jZGXZ
9. 邱憶惠(1999）。個案研究法：質化取向。教育研究（國立高雄師範大學教 育學系），7，頁 113-127。
10. 郭芝榕(2014)。從設計想法到產品量產，HereO 群募平台當推手。 數位時 代 ，取自: https://www.bnext.com.tw/article/34041/BN-ARTICLE-34041
11. 郭芝榕(2016)。獨家簽下網路紅團「這群人」，HereO 轉型內容創作者集資 平台 PressPlay。 數位時代 ，取 自:https://www.bnext.com.tw/article/39208/BN-2016-04-13-182059-44
12. 陳育晟(2015)。精算、分享、整合 免費平台行銷力倍增。 經貿透視雙周刊 ，415，頁 58-62。
13. 陳碧芬(2019)。內容賣錢要有方 PressPlay 提升你我的生活。 工商時報， 取自: https://ctee.com.tw/news/tech/71502.html
14. 焦若蘋、王心璇(2014)HereO 群眾集資 凝聚力量完成夢想。 生命力新聞， 取自: https://reurl.cc/1Am99
15. 群眾觀點(2016)。群眾集資年度報告 | Crowdfunding Annual Report by Backer-Founder。取自:https://annual-report.crowdwatch.tw/2015
16. 葉至誠、葉立誠(2000)。 研究方法與論文寫作 。台北:商鼎出版社。
17. 陳萬淇(1995)。 個案研究法 。台北:華泰書局。
18. 葉忠福(2018)。有效提升群眾募資成功率的運作要領。2019 年 6 月 20 日，取自:https://www.innosociety.org/m/405-1649-55173,c13694.php
19. 蔡靚萱(2018)。訂閱經濟。 商業周刊 ，1610 期，頁 86-92。
20. 鄭緯筌(2017)。揭開「訂閱經濟」的 神祕面紗。2019 年 6 月 20 日，取自: https://reurl.cc/AmONZ
21. 顏向瑜(2015)。台灣群眾募資平台發展現況。資策會產業情報研究所研究 報告(編號:CDOC20150326001)
描述 碩士
國立政治大學
科技管理與智慧財產研究所
105364126
資料來源 http://thesis.lib.nccu.edu.tw/record/#G1053641261
資料類型 thesis
dc.contributor.advisor 邱奕嘉zh_TW
dc.contributor.advisor Chiu, Yi-Chiaen_US
dc.contributor.author (Authors) 陳雅琳zh_TW
dc.contributor.author (Authors) Chen, Ya-Linen_US
dc.creator (作者) 陳雅琳zh_TW
dc.creator (作者) Chen, Ya-Linen_US
dc.date (日期) 2019en_US
dc.date.accessioned 7-Aug-2019 17:04:52 (UTC+8)-
dc.date.available 7-Aug-2019 17:04:52 (UTC+8)-
dc.date.issued (上傳時間) 7-Aug-2019 17:04:52 (UTC+8)-
dc.identifier (Other Identifiers) G1053641261en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/125030-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 科技管理與智慧財產研究所zh_TW
dc.description (描述) 105364126zh_TW
dc.description.abstract (摘要) 2008 年，Zuora 的創辦人兼執行長左軒霆(Tien Tzuo)提出「訂閱經濟(Subscription Economy)」，用以描述企業與商業模式從產品導向轉變為顧客導向的全新時代。時至今日，5 大科技巨頭 FAANG (Facebook、Amazon、Apple、Netflix、Google)、串流音樂平台 Spotify、軟體大廠 Adobe，這些快速崛起的企業都不約而同採用訂閱商業模式獲利，抑或是有部分收入來源取自訂戶。訂閱服務概念正在各個產業快速蔓延，消費者越來越青睞訂閱模式，預示著訂閱經濟的到來。
雖然訂閱模式在實務方面有諸多成功先例，但面對此一新經濟型態，目前學術界研究仍付之闕如，而產業人員對其理解多半以一斑而推全貌，尚未有完整探討，令許多想轉型訂閱制的企業進入誤區。有鑑於此，本研究擬藉由剖析訂閱經濟發展脈絡，探討新型態訂閱制與訂閱制企業之特性，並為欲轉型訂閱制的企業，提供一系統性運作框架。
內容付費訂閱平台 PressPlay 為轉型訂閱制企業的成功案例。藉由轉型訂閱制，PressPlay 擺脫原本競爭激烈的商業環境，取得穩定成長的營收，因此本研究以 PressPlay 為個案研究對象，探討轉型訂閱制於 PressPlay 商業模式上的轉變，並進而驗證本研究提供之運作框架，協助訂閱制企業了解其在訂閱經濟中所扮演的角色與定位，並為欲轉型訂閱制的企業掌握訂閱商機，提升附加價值。		zh_TW
dc.description.abstract (摘要) In 2008, Tien Tzuo, Zuora`s founder and CEO, coined a phase called “subscription economy” to describe a new era in which the business model shifts from product orientation to customer orientation. Today, fast-growing companies including the top five technology giants FAANG (Facebook, Amazon, Apple, Netflix, Google), Spotify and Adobe, take advantage of the subscription business model to earn profit, or consider subscribing as a part of their revenue. The concept of subscription services is spreading rapidly in various industries, and consumers are increasingly favoring the subscription model, indicating the arrival of the subscription economy.
Although the subscription model has many successful precedents in practice, the academic research still has a lack of the new economy, and the industries haven’t understood it yet. Firms which want to transform to subscription model can easily go wrong. Because of it, the study intends to analyze the development of the subscription economy, explore the emergence of the new subscription model and the characteristics of the subscription-based business. Finally, the study will provide a systemic operational framework for companies which want to transform to the subscription business model.
PressPlay, as a subscription-based platform, is a successful case for subscription transformation. With the subscription model, PressPlay pulls ahead of its competition and achieves stable growth. Therefore, this study takes PressPlay as a case study to explore the subscription transformation of PressPlay, and then verify the operational framework in order to help the subscription-based business to understand their role and position in the subscription economy. For the firms which want to transform to the subscription business model, the study provides the opportunities to realize the subscription economy and enhance the added value.		en_US
dc.description.tableofcontents 謝誌 I
論文摘要 II
Abstract III
圖目錄 V
表目錄 VI
第一章 緒論 1
第一節 研究動機 1
第二節 研究背景 2
第三節 研究問題與目的 3
第四節 論文架構 4
第二章 文獻探討 5
第一節 訂閱經濟 5
第二節 新型態訂閱制 7
第三節 訂閱制企業轉型 16
第四節 商業模式 25
第三章 研究設計 33
第一節 研究方法 33
第二節 個案選擇 34
第三節 研究流程 35
第四章 個案分析 37
第一節 個案公司產業背景 37
第二節 個案公司轉型歷程 38
第三節 PressPlay 商業模式經營 41
第四節 PressPlay 發展策略 50
第五章 研究結論與建議 52
第一節 研究結論 52
第二節 後續建議 54
第三節 研究限制 54
參考資料 56		zh_TW
dc.format.extent 1982582 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G1053641261en_US
dc.subject (關鍵詞) 訂閱經濟zh_TW
dc.subject (關鍵詞) 訂閱模式zh_TW
dc.subject (關鍵詞) 訂閱制企業zh_TW
dc.subject (關鍵詞) Subscription economyen_US
dc.subject (關鍵詞) Subscription business modelen_US
dc.subject (關鍵詞) Subscription-based businessen_US
dc.subject (關鍵詞) PressPlayen_US
dc.title (題名) 訂閱經濟發展之個案研析-以PressPlay為例zh_TW
dc.title (題名) A Case Study of Subscription Economyen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 一、英文文獻
1. Afuah, A., & Tucci, C. L. (2003). Internet Business Models and Strategies: Text and Cases. New York: McGraw-Hill.
2. Alexander, Osterwalder., Yves, Pigneur., & Christopher L., Tucci. (2005). Clarifying
3. Business Models: Origins, Present, and Future of the Concept. Communications of the Association for Information Systems, 16(1).
4. Alt, R. & Zimmermann, HD. (2001). Introduction to Special Section - Business Models. Electronic Markets, 11(1), 3-9.
5. Anderson, C. (2009). Free: The Future of a Radical Price. New York: Hachette Books.
6. Anderson, R. (2018). Competitive Landscape: Cloud Subscription and Recurring Billing Management, North America. Retrieved from: https://www.gartner.com/doc/reprints?id=1-5V9YRYR&ct=181128&st=sb
7. Applegate, L. M., F. W. McFarlan, & J. L. McKenney. (1999). Corporate Information Systems Management: Text and Cases. 5th ed. Homewood, IL: Irwin/McGraw-Hill.
8. Babbie, E. R. (2011). The basics of social research (5th ed). Australia ; Belmont, CA: Wadsworth / Cengage Learning.
9. Bärtl, M. (2018). YouTube channels, uploads and views: A statistical analysis of the past 10 years. Convergence, 24(1), 16–32.
10. Baxter, R. K. (2016). 引爆會員經濟：打造成長駭客的關鍵核心，Netflix、 Amazon 和 Adobe 最重要的獲利祕密.（陳琇玲,吳慧珍譯）。台北：商周出 版。（原著出版於 2015）
11. Cahill, R. (n.d.). The 5 stages of the subscriber journey. Retrieved from: https://www.zuora.com/guides/5-stages-subscriber-journey/(June 21, 2019)
12. Chesbrough, H., & Rosenbloom, R. S. (2002). The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation’s Technology Spin-Off Companies. Industrial and Corporate Change, 11.
13. Chyi, H. I. (2009). Willingness to Pay for Online News: An Empirical Study on the Viability of the Subscription Model. Journal of Media Economics, 18(2), 131–142.
14. Dubosson‐Torbay, M., Osterwalder, A., & Pigneur, Y. (2002). E-business model design, classification, and measurements. Thunderbird International Business Review, 44(1), 5–23.
15. Fritscher, B., & Pigneur, Y. (2009). Supporting Business Model Modelling: A Compromise between Creativity and Constraints. 5963, 28–43.
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dc.identifier.doi (DOI) 10.6814/NCCU201900206en_US