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題名 台灣水族硬體產業創新策略之研究 – 以A公司為例
A Study of Innovation Strategies in Taiwanese Aquarium Industry – A Case Study of Company A作者 楊達妮
Yang, Ta-Ni貢獻者 季延平
Chi, Yen-Ping
楊達妮
Yang, Ta-Ni關鍵詞 破壞式創新
產品力
水族硬體
disruptive innovation
product power
aquarium industry日期 2015 上傳時間 5-Oct-2020 15:15:26 (UTC+8) 摘要 本研究針對創新策略、利基理論以及台灣水族周邊產業發展現況進行文獻探討，奠立出研究架構與實施步驟基礎。分析水族硬體產業現況與結構，以利研究標的掌握。探討個案A公司進行創新策略時重要因素與未來經營策略，期望呈現整體績效並協助該產業更加健全發展。全文以破壞式創新作為研究發展的核心指引與架構，個案分析A公司能成功開創出切入紅海市場新的機會點。A公司產品首發即成功進入北美市場再銷售全球多國，仰賴破壞式創新架構下的「產品力」。研究發現，以市場新進者角色而言，初期沒有太多行銷資源且尚無品牌力的奧援下，最根本有力的行銷利器就是產品力本身，唯有破壞式創新產品設計強化產品力價值並搭配精準市場行銷分析方能架構出正確的產品力基礎。研究顯示「產品力」本身是最好的行銷賣點，惟後續品牌經營需要耐心耕耘，提供良好的客戶服務與持續堅持品質標準，才是公司永續經營的策略方向。期望藉此能給予相關產業作為未來經營發展上方向選擇之參考。
The thesis develops its study structure and research steps based on the literatures regarding to innovative strategies, Niche Marketing and the current status of Taiwanese aquarium industry. It includes the analysis of the current status of the aquarium industry and the industry structure to set out the research target.Moreover, it studies about the crucial factors when A company implemented innovative strategies and its future business strategies. In addition, the study also demonstrates the overall performance. It is expected to help the aquarium industry evolve toward full development. This study adopts Disruptive Innovation as research framework to analyze the factors why A company can succeed in the red ocean.The first product of A company makes itself successfully enter the North American market and then into world–wide market due to the “product power” under Disruptive Innovation structure. Studies show that new–brand companies of market do not have abundant marketing resources and brand power support so the most powerful weapon is “product power” itself. The study points out that the correct product power basis is built on the enhancement of product value in a disruptive innovation way and the accurate analysis of sales marketing.Lastly, this study shows that “product power” itself is the best selling point but the following branding development also takes continuous effort with patience. Providing good customer service and insisting on high product quality standard are company’s business strategies to be a long–lasting company. This study provides an example for relative industry as a reference when choosing the future development direction.參考文獻 一、中文部份1.王春旗(2004)。主流與利基市場策略抉擇因素之個案探討(碩士論文)。國立台灣大學，台北市。2.朱博湧(2006)。藍海策略，台灣版。台北：天下文化。3.吳凱琳(譯)。創新的兩難–企業面對新科技的掙扎與抉擇。(原作者：Clayton M. Christensen)，商周出版。(原著出版年：1997)4.何雍慶、蘇子炘、張永富(2004)。消費者體驗與訊息處理路徑對品牌延伸購買態度之影響。行銷評論，1期，頁1–20。5.李田樹、李芳齡(譯)。創新者的解答(原作者：Clayton M. Christensen 、Michael E. Raynor)，天下文化。(原著出版年：2004)6.李芳齡(譯)。創新者的修練(原作者：Clayton M. Christensen、Scott D. Anthony、Erik A. Roth)，天下雜誌股份有限公司。(原著出版年：2005)7.吳宗寶(2007)。工業電腦產業經營利基市場的競爭優勢之研究(碩士論文)。國立台灣大學，台北市。8.沈仰東(2008)。基于利基市場的企業發展戰略探究。廣西民族大學學報(哲學社會科學版)，3期，頁109。9.吳其原(2012)。技術創業之價值創造與商業模式分析(碩士論文)。國立政治大學，台北市。10.尚榮安(譯) (2001年2月)。個案研究法。(原作者：Robert K. Yin)。台北：弘智文化。11.拓墣產業研究所(2000年10月)。破壞式創新–Netbook掀起NB市場滔天巨浪。台北：拓樸科技。12.林彥宏、余祁暐(2014)。全球第三大寵物市場的崛起–我國觀賞魚產業發展策略分析。台灣經濟研究月刊，第37卷，3期，頁65–72。13.徐宗國(譯) (2002年2月)。質性研究概論。(原作者：Anselm Strauss & Juliet Corblin)。台北：巨流圖書公司。14.唐錦超(譯)。創新的擴散(原作者：Everett M. Rogers)，遠流出版社。(原著出版年：2006)。15.孫珮瑜(2006)。中小企業獨佔攻略。天下雜誌，356期，頁142–145。16.崔自三(2008)。企業如何找到利基市場。中國牧業通訊，20期，頁46。17.黃之暘、何源興、陳文義、郭慶老(2012年12月)。觀賞水族產業發展與管理。行政院農業委員會水產試驗所出版。18.傅子宸(2012)。破壞式創新應用於即時通訊軟體介面分類模式呈現方式之設計研究(碩士論文)。國立台灣科技大學，台北市。19.趙偉忠(2010)。破壞性創新個案研究–聯發科的中國山寨機藍海策略(碩士論文)。國立交通大學，新竹市。20.趙偉(2011)，中小企業的利基營銷之道。企業改革與管理，10期，頁65–66。21.葉比凡(2007)。長尾理論在中小企業的實證研究–閥類製造業之利基市場的個案研究(碩士論文)。台南應用科技大學，台南市。22.劉昱誠(2009)。台灣中小型乳品業者乳品利基市場之研究(碩士論文)。東海大學，台中市。23.陳建翔(2013)。台灣觀賞水族周邊產業發展現況及競爭力研究(碩士論文)。國立台灣海洋大學，基隆市。24.蔡嶽均(2005)。以破壞性創新理論與科技產品行銷理論分析網路電話之創新模式—Skype 與YahooBB 個案研究(碩士論文)。國立交通大學，新竹市。25.蔡閔凱(2011)。台灣水族周邊產業概況及市場分析(碩士論文)。國立台灣海洋大學，基隆市。26.簡嫻雯(2012)。蘋果破壞式創新之影響:中小尺寸面板應用之手持消費性電子裝置之分析(碩士論文)。國立交通大學，新竹市。二、英文部分1.B. Joseph Pine, II and James H. G. (1998). Welcome to the Experience Economy. Harvard Business Review, July–August, 97–105.2.Chesbrough, H. (2003). Open innovation: The new imperative for creating and profiting from technology. Boston, MA : Harvard Business School Press, 86–88.3.Chesbrough, H. and Crowther, A.K. (2006). Beyond high tech: Early Adopters of open innovation in other industries. R & D Management, 36 (3), 229–236.4.Chesbrough, H. and Schwartz, K. (2007). Innovating business models with co–development partnerships. Research Technology Management, 50 (1), 55–59.5.Chesbrough, H., Vanhaverbeke, W. and West, J. (2006). Open innovation: Researching a new paradigm. New York, NY: Oxford University Press.6.Christensen, C. M. and Overdorf M. (2000). Meeting the challenge of disruptive change. Harvard Business Review, 78 (2), 66–77.7.Christensen, C. M. (2003). The innovator`s solution : creating and sustaining successful growth. Harvard Business Press.8.Christensen, C. M., Anthony, S. D. and Roth, E. A. (2004). Seeing What`s Next: Using the Theories of Innovation to Predict Industry Change. Boston, MA: Harvard Business School Press.9.Freeman, J. and Hannan, T.M. (1983). Niche width and the dynamics of organizational population. American Journal of Sociology, 88 (6), 1116–1145.10.Gilbert, C. (2003). The disruption opportunity. MIT Sloan Management Review, 44 (4), 27–32.11.Holbrook, M.B. (1994). Chapter 2: The Nature of Customer Value: An Axiology of Services in the Consumption Experience. In: Rust, R.T. and Oliver, R.L., Eds., Service Quality: New Directions in Theory and Practice, Sage, Thousand Oaks, 21–71. Retrieved from http://dx.doi.org/10.4135/9781452229102.n212.Holbrook, M. B. (1996). Customer Value – A Framework for Analysis and Research, in Advances in Consumer Research. Kim P. Coffman and John G. Lynch, Jr., eds. Provo, UT: Association for Consumer Research, 23, 31–57.13.Holbrook, M. B. (1999). Introduction to Customer Value, In Customer value: A framework for analysis and research. London; New York : Routledge, 1–28.14.Holbrook, M.B. (2000). The Millennial Consumer in the Texts of Our Times: Experience and Entertainment. Journal of Macromarketing, 20 (2), 178–192. Retrieved fromhttp://dx.doi.org/10.1177/027614670020200815.Hannan, M.T. and Freeman, J. (1989). Organization ecology. Cambridge. Harvard University Press.16.Joseph L. Bower and Christensen, C.M. (1995). Disruptive Technologies: Catching the Wave. Harvard Business View, 73 (1), 43–5317.Johnson, M.W., Christensen, C. M., and Kagermann, H. (2008). Reinventing your business model. Harvard Business View, 86 (12), 50–59.18.Katz, R., and Allen, T. (1985). Organizational issues in the introduction of new technologies (Working paper Report 1582–84). Retrieved from http//dspace.mit.edu/bitstream/jandle/1721.1/2087/SWP–1582–28186566.pdf?sequence=119.Odum, Eugene P. (1983). Basic Ecology, CBS College Publishing.20.Park, C. W., Jaworski, B. J. and Macinnis, D. J. (1986). Strategic Brand Concept–Image Management. Journal of Marketing, 50, October, 135–145.21.Park, C. W., Miberg, S. and Lawson, R. (1991). Evaluation of Brand Extensions: The Role of Product Feature. Journal of Consumer Research, 18 (2), 185–194.22.Schumpeter, J. A. (1942). Capitalism, Socialism and Democracy. London; New York: Routledge: Harper & Brothers.23.Schmitt B. H. (1999). Experiential Marketing：How to get customers to sense, feel, think, act, related to your company and brands. NY：Free Press.24.Sinha, I. and DeSarbo, W.S. (1998). An integrated approach toward the spatial modeling of perceived customer value. Journal of Marketing Research, 35, May, 236–249.25.Vareska Van de Vrande, V., de Jong, J. P. J. Vanhaverbeke, W., and de Rochemont, M. (2009). Open innovation in SMEs: Trends, motives and management challenges.Technovation, 29, 423–437.26.Von Hippel, E. (2005). Democratizing innovation. Cambridge, MA : MIT Press. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
101932089資料來源 http://thesis.lib.nccu.edu.tw/record/#G0101932089 資料類型 thesis dc.contributor.advisor 季延平 zh_TW dc.contributor.advisor Chi, Yen-Ping en_US dc.contributor.author (Authors) 楊達妮 zh_TW dc.contributor.author (Authors) Yang, Ta-Ni en_US dc.creator (作者) 楊達妮 zh_TW dc.creator (作者) Yang, Ta-Ni en_US dc.date (日期) 2015 en_US dc.date.accessioned 5-Oct-2020 15:15:26 (UTC+8) - dc.date.available 5-Oct-2020 15:15:26 (UTC+8) - dc.date.issued (上傳時間) 5-Oct-2020 15:15:26 (UTC+8) - dc.identifier (Other Identifiers) G0101932089 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/132058 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 101932089 zh_TW dc.description.abstract (摘要) 本研究針對創新策略、利基理論以及台灣水族周邊產業發展現況進行文獻探討，奠立出研究架構與實施步驟基礎。分析水族硬體產業現況與結構，以利研究標的掌握。探討個案A公司進行創新策略時重要因素與未來經營策略，期望呈現整體績效並協助該產業更加健全發展。全文以破壞式創新作為研究發展的核心指引與架構，個案分析A公司能成功開創出切入紅海市場新的機會點。A公司產品首發即成功進入北美市場再銷售全球多國，仰賴破壞式創新架構下的「產品力」。研究發現，以市場新進者角色而言，初期沒有太多行銷資源且尚無品牌力的奧援下，最根本有力的行銷利器就是產品力本身，唯有破壞式創新產品設計強化產品力價值並搭配精準市場行銷分析方能架構出正確的產品力基礎。研究顯示「產品力」本身是最好的行銷賣點，惟後續品牌經營需要耐心耕耘，提供良好的客戶服務與持續堅持品質標準，才是公司永續經營的策略方向。期望藉此能給予相關產業作為未來經營發展上方向選擇之參考。 zh_TW dc.description.abstract (摘要) The thesis develops its study structure and research steps based on the literatures regarding to innovative strategies, Niche Marketing and the current status of Taiwanese aquarium industry. It includes the analysis of the current status of the aquarium industry and the industry structure to set out the research target.Moreover, it studies about the crucial factors when A company implemented innovative strategies and its future business strategies. In addition, the study also demonstrates the overall performance. It is expected to help the aquarium industry evolve toward full development. This study adopts Disruptive Innovation as research framework to analyze the factors why A company can succeed in the red ocean.The first product of A company makes itself successfully enter the North American market and then into world–wide market due to the “product power” under Disruptive Innovation structure. Studies show that new–brand companies of market do not have abundant marketing resources and brand power support so the most powerful weapon is “product power” itself. The study points out that the correct product power basis is built on the enhancement of product value in a disruptive innovation way and the accurate analysis of sales marketing.Lastly, this study shows that “product power” itself is the best selling point but the following branding development also takes continuous effort with patience. Providing good customer service and insisting on high product quality standard are company’s business strategies to be a long–lasting company. This study provides an example for relative industry as a reference when choosing the future development direction. en_US dc.description.tableofcontents 目次 V表次 VI圖次 VII第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的與問題 2第三節 研究貢獻 3第二章 文獻探討 4第一節 創新模式之探討 4第二節 資源、流程與價值理論(RPV理論)之探討 10第三節 利基理論 13第四節 消費者體驗 16第三章 研究方法與架構 19第一節 研究方法與流程 19第二節 研究架構 21第四章 個案分析 22第一節 產業分析 22第二節 公司簡介 39第三節 產品創新發展之分析 40第四節 新產品市場之分析 45第五章 結論與建議 49第一節 結論 49第二節 對個案A公司發展之建議 51第三節 對水族硬體產業未來之建議 56第四節 對未來研究之建議 58參考文獻 59一、中文部份 59二、英文部分 61 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0101932089 en_US dc.subject (關鍵詞) 破壞式創新 zh_TW dc.subject (關鍵詞) 產品力 zh_TW dc.subject (關鍵詞) 水族硬體 zh_TW dc.subject (關鍵詞) disruptive innovation en_US dc.subject (關鍵詞) product power en_US dc.subject (關鍵詞) aquarium industry en_US dc.title (題名) 台灣水族硬體產業創新策略之研究 – 以A公司為例 zh_TW dc.title (題名) A Study of Innovation Strategies in Taiwanese Aquarium Industry – A Case Study of Company A en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文部份1.王春旗(2004)。主流與利基市場策略抉擇因素之個案探討(碩士論文)。國立台灣大學，台北市。2.朱博湧(2006)。藍海策略，台灣版。台北：天下文化。3.吳凱琳(譯)。創新的兩難–企業面對新科技的掙扎與抉擇。(原作者：Clayton M. Christensen)，商周出版。(原著出版年：1997)4.何雍慶、蘇子炘、張永富(2004)。消費者體驗與訊息處理路徑對品牌延伸購買態度之影響。行銷評論，1期，頁1–20。5.李田樹、李芳齡(譯)。創新者的解答(原作者：Clayton M. Christensen 、Michael E. Raynor)，天下文化。(原著出版年：2004)6.李芳齡(譯)。創新者的修練(原作者：Clayton M. Christensen、Scott D. Anthony、Erik A. Roth)，天下雜誌股份有限公司。(原著出版年：2005)7.吳宗寶(2007)。工業電腦產業經營利基市場的競爭優勢之研究(碩士論文)。國立台灣大學，台北市。8.沈仰東(2008)。基于利基市場的企業發展戰略探究。廣西民族大學學報(哲學社會科學版)，3期，頁109。9.吳其原(2012)。技術創業之價值創造與商業模式分析(碩士論文)。國立政治大學，台北市。10.尚榮安(譯) (2001年2月)。個案研究法。(原作者：Robert K. Yin)。台北：弘智文化。11.拓墣產業研究所(2000年10月)。破壞式創新–Netbook掀起NB市場滔天巨浪。台北：拓樸科技。12.林彥宏、余祁暐(2014)。全球第三大寵物市場的崛起–我國觀賞魚產業發展策略分析。台灣經濟研究月刊，第37卷，3期，頁65–72。13.徐宗國(譯) (2002年2月)。質性研究概論。(原作者：Anselm Strauss & Juliet Corblin)。台北：巨流圖書公司。14.唐錦超(譯)。創新的擴散(原作者：Everett M. Rogers)，遠流出版社。(原著出版年：2006)。15.孫珮瑜(2006)。中小企業獨佔攻略。天下雜誌，356期，頁142–145。16.崔自三(2008)。企業如何找到利基市場。中國牧業通訊，20期，頁46。17.黃之暘、何源興、陳文義、郭慶老(2012年12月)。觀賞水族產業發展與管理。行政院農業委員會水產試驗所出版。18.傅子宸(2012)。破壞式創新應用於即時通訊軟體介面分類模式呈現方式之設計研究(碩士論文)。國立台灣科技大學，台北市。19.趙偉忠(2010)。破壞性創新個案研究–聯發科的中國山寨機藍海策略(碩士論文)。國立交通大學，新竹市。20.趙偉(2011)，中小企業的利基營銷之道。企業改革與管理，10期，頁65–66。21.葉比凡(2007)。長尾理論在中小企業的實證研究–閥類製造業之利基市場的個案研究(碩士論文)。台南應用科技大學，台南市。22.劉昱誠(2009)。台灣中小型乳品業者乳品利基市場之研究(碩士論文)。東海大學，台中市。23.陳建翔(2013)。台灣觀賞水族周邊產業發展現況及競爭力研究(碩士論文)。國立台灣海洋大學，基隆市。24.蔡嶽均(2005)。以破壞性創新理論與科技產品行銷理論分析網路電話之創新模式—Skype 與YahooBB 個案研究(碩士論文)。國立交通大學，新竹市。25.蔡閔凱(2011)。台灣水族周邊產業概況及市場分析(碩士論文)。國立台灣海洋大學，基隆市。26.簡嫻雯(2012)。蘋果破壞式創新之影響:中小尺寸面板應用之手持消費性電子裝置之分析(碩士論文)。國立交通大學，新竹市。二、英文部分1.B. Joseph Pine, II and James H. G. (1998). Welcome to the Experience Economy. Harvard Business Review, July–August, 97–105.2.Chesbrough, H. (2003). Open innovation: The new imperative for creating and profiting from technology. Boston, MA : Harvard Business School Press, 86–88.3.Chesbrough, H. and Crowther, A.K. 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