| dc.contributor.advisor | 邱志聖 | zh_TW |
| dc.contributor.advisor | Chiou, Jyh-Shen | en_US |
| dc.contributor.author (作者) | 李宗翰 | zh_TW |
| dc.contributor.author (作者) | Li, Tsung-Han | en_US |
| dc.creator (作者) | 李宗翰 | zh_TW |
| dc.creator (作者) | Li, Tsung-Han | en_US |
| dc.date (日期) | 2020 | en_US |
| dc.date.accessioned | 2-九月-2020 13:17:51 (UTC+8) | - |
| dc.date.available | 2-九月-2020 13:17:51 (UTC+8) | - |
| dc.date.issued (上傳時間) | 2-九月-2020 13:17:51 (UTC+8) | - |
| dc.identifier (其他 識別碼) | G0107363113 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/131951 | - |
| 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) | 107363113 | zh_TW |
| dc.description.abstract (摘要) | 在台灣，除了受全球的運動文化與風氣影響外，近年來台灣運動選手在國際上屢獲佳績也帶起了各運動的風潮，而近期台灣數次成為全球運動會的主辦方，也幫助了台灣整體運動風氣的提升，這些除了吸引大家觀賞體育賽事外，同時也造就了運動課程及運動場館的盛行。隨著台灣的消費者運動比例、運動服務業者家數以及總體營收都逐年增加，運動課程的市場逐漸壯大，且近年科技與網路的發展也讓平台的商業模式越加發達，但卻遲遲不見運動課程平台的出現。因此本研究希望透過邱志聖（2014）的策略行銷分析架構探討運動課程平台的成長策略，以市場的現況和企業的資源與能力提出相對應的策略方案，幫助企業進入到運動課程平台的市場之中，並快速提高雙邊的用戶數與提升用戶黏著度。 本研究以迪卡儂的運動課程平台作為研究個案，探討對於現有市場已經存在領導平台的情況，以策略行銷分析架構的觀點提出幫助運動課程平台成長的合適策略，而在文獻回顧參照Suarez and Karley（2012）所統整幫助平台後進者推翻市場領導者的策略，並綜合平台的網路效應、去中介風險、多宿現象等理論，再以邱志聖（2014）的策略行銷4C加以分析後，將策略分為插旗、撒網、圍城的階段性策略，依據企業的資源與能力和競爭事態來提出具體的各階段策略執行方式與挑選最適合的策略從而顛覆強勢的市場領導者。 而最後總結筆者認為第一階段最合適的策略為「利用現有平台作為槓桿」，因迪卡儂目前於零售端擁有的會員以及會員資料庫是一個非常適合利用作為槓桿的資源，而同時此資源也是其競爭對手所沒有的資源，如此一來也更能夠有效的預防競爭對手以相同的方式來競爭；而第二階段最適合的策略為「系統的無形專屬資產」，因運動課程對於在需求端的消費者為低涉入的服務，因此其專屬陷入成本所佔的比例應該較低，但於供給端的教練或是運動工作室則像是開一間在網路上的店面，透過系統的專屬資產便可以利用推薦系統來幫助供給端增加其來客量，利用評分機制來幫助其維護名聲，而系統的無形專屬資產也較不易被其他平台無效化或模仿。 | zh_TW |
| dc.description.abstract (摘要) | In Taiwan, besides the global trend of sports culture had brought the trend of doing sports. The fact that many Taiwanese athletes had won lots of medals worldwide also encourage people to practice in a particular sport. The international competitions which Taiwan held in the recent year had also make sports more popular to the whole of Taiwan. This trend of sports makes people watch sports games more often and also makes sports classes, venues and gym become more. As the ratio of people that exercise, the number of companies in the sports industry and the revenue of them are all growing every year. We can see that the market of sports is getting bigger and bigger. Although the platform industry is growing faster than ever with the help of technology and the internet, but we still haven’t seen the platform of sports to appear. As said, this research would like to use the strategic marketing analysis to discuss the strategy of the growth of the sports platform. According to the situation of the market plus the resources and capabilities of the company to propose a suitable strategy plan, which can help the company get into the market of sports platform and quickly raise the users from both sides and increase the user stickiness of platform. This research is a case study base on the sports platform of Decathlon. Discuss the proper growth strategy of sports platform from the point of view of the structure of strategic marketing analysis, under the circumstance that there is already a leading platform in the market. In the literature review, using the strategy from Suarez and Kirtley (2012) which is to help the latecomer of the market to dethrone the leading platform. Combine with the network effects, disintermediation risks, and multi-homing phenomenon from platform theory. Then using the strategic marketing theory to analyze and divide strategy into three steps of “setting the flag”, “casting the net”, and “securing the fence”. At last, choose the most suitable strategy and proposes the concrete planning of the strategy in each step base on the company’s resources and capabilities to dethrone the leader of the market. In conclusion, I believe that the “Leverage your existing platforms” would be the most suitable strategy at the first step. Because the member and the database of members that Decathlon had in the retail market are both really perfect to use as a lever. Besides, it’s the resources that the competitor doesn’t have which can also prevent them from using the same strategy against us. For the second step, I believe that the “Intangible exclusive assets of the system” would be the most suitable strategy. Because sport course are low-involvement services to the customer at the demand side. Thus, the proportion of their exclusive cost of all costs should be low. But on the other hand, for the coaches or sports studio at the supply side, they are like opening a store on the internet. Through the exclusive assets of the system, you can use the recommendation system to help the supply side increase its visitors and use the scoring mechanism to help it maintain its reputation. Also, intangible exclusive assets of the system are less likely to be invalidated or imitated by other platforms. | en_US |
| dc.description.tableofcontents | 第一章 緒論 1第一節 研究背景 1第二節 研究動機與目的 2第二章 文獻回顧 3第一節 雙邊市場理論 3第二節 策略行銷4C分析 11第三節 運動平台現況 17第三章 研究方法 26第一節 研究方法選擇 26第二節 研究流程 28第四章 個案分析 30第一節 迪卡儂歷程與現況 30第二節 成長策略分析 35第五章 結論與建議 45第一節 研究結論 45第二節 未來挑戰與建議 45第三節 研究限制 46參考文獻 47 | zh_TW |
| dc.format.extent | 1418668 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0107363113 | en_US |
| dc.subject (關鍵詞) | 策略行銷分析 | zh_TW |
| dc.subject (關鍵詞) | 4C分析 | zh_TW |
| dc.subject (關鍵詞) | 雙邊市場 | zh_TW |
| dc.subject (關鍵詞) | 運動平台 | zh_TW |
| dc.subject (關鍵詞) | 運動休閒產業 | zh_TW |
| dc.subject (關鍵詞) | Strategic marketing analysis | en_US |
| dc.subject (關鍵詞) | Two-sided markets | en_US |
| dc.subject (關鍵詞) | Sports platform | en_US |
| dc.subject (關鍵詞) | Recreational sport industry | en_US |
| dc.title (題名) | 運動平台之成長策略行銷分析 | zh_TW |
| dc.title (題名) | Strategic Marketing Analysis of the Growth of Sports Platform | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 一、 中文參考文獻Yin, R. K.著；周海濤譯（2009）。個案研究設計與方法。臺北市：五南。邱志聖（2014)。策略行銷分析：架構與實務應用。臺北市：智勝文化。徐元民（2005）。體育史。臺北市：品度。陳萬淇（1995）。個案研究法。臺北市：華泰。麥可.庫蘇馬諾(Michael A. Cusumano), 安娜貝爾.高爾(Annabelle Gawer), 大衛.尤菲(David B. Yoffie)著；陳琇玲譯（2020）。平台策略：在數位競爭、創新與影響力掛帥的時代勝出。臺北市 : 商周。張妙瑛（2009）。台灣體育史。臺北市：五南。張紹勳（1998）。”社會科學個案研究、調查研究、及實驗研究法的比較” 民意研究季刊，205:1-14章輯五（1936）。世界體育史略。上海：勤奮。葉至誠（2000）。社會科學概論。臺北市 : 揚智文化。簡春安、鄒平儀（1998）。社會工作研究法。臺北市 : 巨流 :。二、 英文參考文獻Eisenmann, T., Parker, G. and Van Alstyne, M.W. (2006). “Strategies for Two-Sided Markets,” Harvard Business Review, 84(10), 92-101.Newman, W.L. (2003). Social Research Methods: Qualitative and Quantitative Approaches. GB: Pearson Education Limited.Rochet, J.C. and Tirole, J. (2003). “Platform Competition in Two-Sided Markets,” European Economic Association, 1(4),9990-1029.Simons, H. (2009). Case study research in practice. London: Sage.Suarez, F. F. and Kirtley, J. (2012). “Dethroning an Established Platform,” MIT Sloan Management Review, 53(4), 35-41.Van Alstyne, M.W., Parker, G.G. and Choudary, S.P. (2016). “Pipelines, Platforms, and the New Rules of Strategy,” Harvard Business Review, 94(4), 54-62.Zhu, F. and Iansiti, M. (2019). “Why Some Platforms Thrive and Others Don’t,” Harvard Business Review, 97(1), 118-125.三、 網路資源17FIT（2012a）。＂17FIT－線上預約＂。［https://17fit.com/consumers］17FIT（2012b）。＂17FIT－費用與功能比較＂。［https://17fit.com/consumers］Trainge（2020）。＂Trainge 年度最佳運動課程平台＂。［https://www.trainge.com/］台灣迪卡儂（2017a）。＂我們的故事＂。［https://blog.decathlon.tw/our-story］台灣迪卡儂（2017b）。＂我們的使命＂。［https://blog.decathlon.tw/our-purpose〕台灣迪卡儂（2017c）。＂我們的創辦人＂。［https://blog.decathlon.tw/our-founder〕台灣迪卡儂（2017d）。＂永續發展行動＂。［https://blog.decathlon.tw/sustainability/Decathlon-sustainability〕台灣迪卡儂（2017e）。＂運動創新的喜悅＂。［https://blog.decathlon.tw/innovation/Decathlon-innovation〕台灣迪卡儂（2019）。＂迪卡儂運動體驗＂。［https://community.decathlon.tw/］周秩年、黃怡姍（2018）。＂台灣趨勢研究－產業分析：運動服務業發展趨勢 (2018年)＂。［http://www.twtrend.com/share_cont.php?id=62］教育部體育署（2019a）。＂中華民國108年運動現況調查＂。［https://isports.sa.gov.tw/Apps/TIS08/TIS0801M_01V1.aspx?MENU_CD=M07&ITEM_CD=T01&MENU_PRG_CD=12&LEFT_MENU_ACTIVE_ID=26］教育部體育署（2019b）。＂108年運動現況調查成果發表記者會 自發樂活愛運動 多元運動i臺灣＂。［https://www.edu.tw/News_Content.aspx?n=9E7AC85F1954DDA8&s=4E8C00BFE8664B5D］ | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202001221 | en_US |
