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題名 台灣新創交友平台之商業模式與關鍵成功因素分析：以E公司為例
Business Model and Key Success Factors analysis of Taiwan’s new dating platform: a case study of E. company作者 曹靖煜
Cao, Jing-Yu貢獻者 黃國峯<br>郭曉玲
曹靖煜
Cao, Jing-Yu關鍵詞 交友平台
商業模式
3S策略
關鍵成功因素
Business Model canvas
Dating Platform
3S Strategy
Key Success Factors日期 2021 上傳時間 1-Jul-2021 21:27:52 (UTC+8) 摘要 近年來國內外交友平台市場蓬勃發展，在21世紀下，人們未因科技的進步降低「寂寞」，反而人與人之間的互動越來越少，也成為新商機發展之一。加上2020年疫情關係，待在家不能出門的情況下，讓更多人為了解決寂寞的需求，透過交友軟體與陌生人互動。然而，只以照片的模式來配對交友以逐漸讓用戶失去新鮮感，再加上疫情未爆發前，從線上的互動到實際見面此過程對於用戶而言並非易事，因不安全感、低信任感成為了最大阻礙。因此在台灣交友平台競爭激烈之下，有別於其他傳統交友軟體的運作，出現了新型態的交友方式，成功突破實際見面、提升安全感等困境，該交友軟體業者找到利基市場，並成為那1%撐過前五年的新創公司，引起了筆者欲進一步瞭解其商業營運模式之好奇。本研究探討之個案交友平台「E公司食我」，針對市場區隔與目標客群創造、提供、傳遞價值主張。本研究利用商業模式九宮格 (BMC, Business Model Canvas) 解構E公司的商業模式要素，並以黃國峯教授所提出之3S (Survive, Succeed, Sustain) 策略分析E公司從初創期到成長期的經營策略要素，最後結合 BMC 模型與 3S策略架構，探討E公司成功經營的關鍵因素。本研究發現，E公司建立明確的價值主張，並透過 BMC 模型裡的內外部價值活動、資源與對象，能直接影響目標顧客；用戶所建立之線上線下不同類型之活動與E公司社群行銷發揮顧客關係與通路的優勢，將使更多潛在用戶更願意使用E公司，同時，降低用戶的疑慮，建立與平台間的信任關係，進而產生口碑效應與高黏著度；產品、內勤團隊以及APP會員是E公司經營的關鍵資源，在滿足用戶需求與提升產品品質的同時，成為E公司傳播的利器。而E公司的關鍵活動，不僅來自於少數創造聚會主辦者用戶及優質產品服務，更重要的是持續優化APP功能、傾聽用戶的回饋與建議，以提供完善的平台與獨特服務，以創造價值、提升不可取代性。
In recent years, the dating platform market has been booming. In the 21st century, people have not been reduced "loneliness" due to the progress of science and technology, but the interaction between people is becoming less and less, which has become one of the new business opportunities. In addition, in the case of the epidemic in 2020, more people can interact with strangers through dating software in order to solve the needs of loneliness when they can`t go out at home. However, using only photos to match and make friends gradually wears off users.Moreover, before the outbreak of the epidemic, the process of going from online interaction to actual meeting was not easy for users, as insecurity and low trust became the biggest obstacles. So dating platform under the fierce competition in Taiwan, is different from other traditional dating software of operation, a new kind of way to make friends, successful breakthrough meet actual, enhance security dilemma, the dating software company found a niche market, and become the 1% startup who survives five years, led the researcher want to learn more about the business model of this company.The case for this study is the dating platform called "E Company". It creates, offers and delivers value propositions for specific market segments and target customer groups. The case study use the Business Model Canvas (BMC) to deconstruct nine business model elements of E Company, and analyze with the 3S (Survive, Succeed, Sustain) framework to understand how E Company from the initial stage to the growth stage structed the operation strategic elements. And finally, I combine the BMC model in conjunction with the 3S framework to discuss the key factors for the successful operation of E Company, so as to further optimize the business model.This study found that the establishment of a clear value proposition for E Company, and through the internal and external value activities, resources and partners in the BMC model, can directly affect the target customers. The different types of online and offline activities established by E Company’s users and the marketing team utilized the advantages of customer relationships and channels of E Company, which will make more potential users more willing to use E Company. At the same time, it can reduce users` doubts, establish a trust relationship with the E Company, and then create word-of-mouth effects and high stickiness.Products, back office team and APP members are the key resources of E Company’s operation. While meeting users need and improving product quality, they become E Company’s communication representatives. The key activities of E Company, not only from a small number of users to create the party host and quality products and services, more importantly, continue to optimize the APP functions, listen to the users’ feedbacks and suggestions, in order to provide a complete dating platform and unique services, in order to create value and enhance the irreplaceability.參考文獻 英文文獻Aaker D.A (1984). “ Strategic Market Management”, NY, John Wiley & Sons Co.Amit, R., & Zott, C. (2001). Value creation in e‐business. Strategic management journal, 22(6‐7): 493-520.Ansoff, H. I. and McDonnell (1965). “Implanting Strategic Management”, 2th ed., Prentice-Hall (UK).Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.Bomona (1985). Case Research in Marketing: Opportunities, Problems, and a Process. Journal of Marketing Research, 22(2), 199-208.Charles W. L. Hill & Gareth R. Jones (2001). Strategic Management Theory.5th ed., Houghton.Clemons, E.K., (2009). The complex problem of monetizing virtual electronic social networks, Decision Support Systems, 48, pp.46-56.David J.Teece, (2010). Business Models, Business Strategy and Innovation. Long Range Planning, 43(2–3), 172-194.Day, G. S. (1988). Assessing advantage: A framework for diagnosing competitive superiority. Journal of Marketing, (52).Drucker, P. F., (1994). The Theory of Business, Harvard Management Review, Vol. 72, No. 5.Evans, D.S. and Schmalensee, R., (2007). The Industrial Organization of Markets with Two-sided Platforms, Competition Policy International, Vol. 3, No.1.Evans, D.S., (2003). The Antitrust Economics of Two-sided Markets, Yale Journal on Regulation, Vol. 20, No. 2.Hafeez, K., Zhang, Y. B., & Malak, N. (2002). Determining key capabilities ofHarvey (1988). Donald F. Strategic Management and Business Policy. Merrill Publishing Co.Hatten, K. J. & Hatten, M. L. (1987). Strategic groups asymmetrical mobility barriers and contestability. Strategic Management Journal, (8), 329-342.Hill, Charles W.L. and Gareth R. Jones, (1992). Strategic Management: An Integrated Approach, Boston, NY: Houghton Mifflin Co..Hofer, C. W., & Schendel, D. (1978). Strategy formation: analytical concepts. West Publishing Co.Jean-Charles Rochet, Jean Tirole, (2003). Platform Competition in Two-Sided Markets. Journal of the European Economic Association 1(4), 990 –1029.Johnson, M.W., Christensen, C.M., Kagermann, H. (2008). Reinventing Your Business Model.,(Cover Story), Harvard Management Review, 86(12), 50-59.Kevin, K. (1998). New rules for the world economy: 10 radical strategies for a connected world, Brockman, Inc..Li, D., Browne, G. J., & Wetherbe, J. C. (2006). Why do Internet users stick with a specific Website? A relationship perspective. International Journal of Electronic Commerce, 10(4), 105-141.Maurya, A. (2016). Scaling lean: Mastering the key metrics for startup growth. Penguin.Michael L. Katz and Carl Shapiro, (1985). Network Externalities, Competition, and Compatibility. The American Economic Review 75(3), 424-440.Morris, M., Schindehutte, M., Allen, J. (2005). The entrepreneur’s business model: toward a unified perspective. Journal of Business Research, 58(6), 726-735.Newbert S. L. (2008). Value Rareness, Competitive Advantage and Performance: A conceptual-Level Empirical Investigation of the Resource-Based View of the Firm. Strategy management journal, 29(7), 683-791.Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Hoboken: John Wiley & Sons.Osterwalder, A., (2004). “The Business Model Ontology: A Proposition in a design Science approach.”Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance, New York: The Free Press.Rohlfs, J. 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(1984). “Case Study Research” Beverly Hills, Calif.: Sage Publications.Zainal, Zaidah (2007). “Case study as a research method” Jurnal Kemanusiaan, 9, 1-6.網路資料App Annie 2021年State of Mobile報告：https://www.appannie.com/en/go/state-of-mobile-2021/App Store 2020年度最佳遊戲與 App 出爐！檢自：https://mrmad.com.tw/app-store-best-of-2020-winnersBuzzorange（2016），5天萬人搶報名！餐桌配對交友服務 Eatgether 用一頓飯開啟新關係，檢自：https://buzzorange.com/techorange/2016/05/26/E公司/?fbclid=IwAR1acEJ7-0RgjW45g0_1ogpaaAFPCHKKRzzwTIKgcb0QVSZdS5kkoT3uyMkINSIDE（2021），臉書大跌、Bumble 上市、TikTok 稱霸全球？，檢自：https://www.inside.com.tw/article/22629-Dating-software-is-more-profitable-than-you-thinkINSIDE（2016），Eatgether：一頓飯，開啟一段新關係，檢自：https://www.inside.com.tw/article/7950-Eatgether-interviewMarie Claire（2021），用一頓飯拉近距離，專訪「Eatgether」APP創辦人Mask，檢自：https://www.marieclaire.com.tw/lifestyle/issue/55235?atcr=532797MBA智庫百科網站，競爭優勢：https://wiki.mbalib.com/zh-tw/%E7%AB%9E%E4%BA%89%E4%BC%98%E5%8A%BFMia（2016），交友軟體滿是漢子？看 Coffee Meets Bagel 如何吸引過半女性用戶，檢自：https://www.inside.com.tw/article/7981-coffee-meets-bagelMIC資策會（2015）交友軟體發展趨勢與現況，檢自：https://mic.iii.org.tw/aisp/FreeS.aspx?id=3052比爾·格羅斯（2015）： 創業成功最關鍵的因素，檢自：https://www.ted.com/talks/bill_gross_the_single_biggest_reason_why_start_ups_succeed?language=zh-tw林家麒（2017），尋找你的真命天菜! 交友軟體使用族群大揭密，EOLembrain東方快線研究部。食我Eatgether官網：https://Eatgether.com/數位時代（2020），Google Play年度排行榜出爐！多個健康程式上榜，台灣開發的「人生畫作」奪最佳遊戲，檢自：https://www.bnext.com.tw/article/60299/google-play-the-best-of-2020中文文獻司徒達賢 （1995），《策略管理》，台北：遠流出版。田所雅之（2018）。創業實戰全書。台北：商周出版。朱文儀、陳建南 譯（2020），策略管理（Hill, Schilling, Jones – Strategic Management） （五版）。華泰文化。李宏（2018）。平台經濟新戰略。中國經濟出版社李其遠（2014）。台灣交友網站經營模式之研究 — 以愛情公寓為例,國立中央大學 資訊管理學系在職專班。李芳齡 譯（2016）。平台經濟模式：從啟動、獲利到成長的全方位攻略（Geoffrey Parker, Marshall Van Alstyne, Sangeet Paul Choudary – Platform Revolution） （初版）。天下雜誌。國家發展委員會 (2019)，持有手機民眾數位機會調查報告。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（初版）。商周出版。普哈拉(C. K. Prahalad)和蓋瑞．漢默(Gary Hamel)，《企業核心能力》(Core Competence of the Corporation)，台北：哈佛商業評論中文版，2010年7月.黃國峯，【HBR導師講座】新創事業的3S策略，台北：哈佛商業評論中文版，2020年3月.潘永華（2013）。 商業模式定義的探討. 新經濟(26), 23-24. 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
108363048資料來源 http://thesis.lib.nccu.edu.tw/record/#G0108363048 資料類型 thesis dc.contributor.advisor 黃國峯<br>郭曉玲 zh_TW dc.contributor.author (Authors) 曹靖煜 zh_TW dc.contributor.author (Authors) Cao, Jing-Yu en_US dc.creator (作者) 曹靖煜 zh_TW dc.creator (作者) Cao, Jing-Yu en_US dc.date (日期) 2021 en_US dc.date.accessioned 1-Jul-2021 21:27:52 (UTC+8) - dc.date.available 1-Jul-2021 21:27:52 (UTC+8) - dc.date.issued (上傳時間) 1-Jul-2021 21:27:52 (UTC+8) - dc.identifier (Other Identifiers) G0108363048 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/136025 - 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) 108363048 zh_TW dc.description.abstract (摘要) 近年來國內外交友平台市場蓬勃發展，在21世紀下，人們未因科技的進步降低「寂寞」，反而人與人之間的互動越來越少，也成為新商機發展之一。加上2020年疫情關係，待在家不能出門的情況下，讓更多人為了解決寂寞的需求，透過交友軟體與陌生人互動。然而，只以照片的模式來配對交友以逐漸讓用戶失去新鮮感，再加上疫情未爆發前，從線上的互動到實際見面此過程對於用戶而言並非易事，因不安全感、低信任感成為了最大阻礙。因此在台灣交友平台競爭激烈之下，有別於其他傳統交友軟體的運作，出現了新型態的交友方式，成功突破實際見面、提升安全感等困境，該交友軟體業者找到利基市場，並成為那1%撐過前五年的新創公司，引起了筆者欲進一步瞭解其商業營運模式之好奇。本研究探討之個案交友平台「E公司食我」，針對市場區隔與目標客群創造、提供、傳遞價值主張。本研究利用商業模式九宮格 (BMC, Business Model Canvas) 解構E公司的商業模式要素，並以黃國峯教授所提出之3S (Survive, Succeed, Sustain) 策略分析E公司從初創期到成長期的經營策略要素，最後結合 BMC 模型與 3S策略架構，探討E公司成功經營的關鍵因素。本研究發現，E公司建立明確的價值主張，並透過 BMC 模型裡的內外部價值活動、資源與對象，能直接影響目標顧客；用戶所建立之線上線下不同類型之活動與E公司社群行銷發揮顧客關係與通路的優勢，將使更多潛在用戶更願意使用E公司，同時，降低用戶的疑慮，建立與平台間的信任關係，進而產生口碑效應與高黏著度；產品、內勤團隊以及APP會員是E公司經營的關鍵資源，在滿足用戶需求與提升產品品質的同時，成為E公司傳播的利器。而E公司的關鍵活動，不僅來自於少數創造聚會主辦者用戶及優質產品服務，更重要的是持續優化APP功能、傾聽用戶的回饋與建議，以提供完善的平台與獨特服務，以創造價值、提升不可取代性。 zh_TW dc.description.abstract (摘要) In recent years, the dating platform market has been booming. In the 21st century, people have not been reduced "loneliness" due to the progress of science and technology, but the interaction between people is becoming less and less, which has become one of the new business opportunities. In addition, in the case of the epidemic in 2020, more people can interact with strangers through dating software in order to solve the needs of loneliness when they can`t go out at home. However, using only photos to match and make friends gradually wears off users.Moreover, before the outbreak of the epidemic, the process of going from online interaction to actual meeting was not easy for users, as insecurity and low trust became the biggest obstacles. So dating platform under the fierce competition in Taiwan, is different from other traditional dating software of operation, a new kind of way to make friends, successful breakthrough meet actual, enhance security dilemma, the dating software company found a niche market, and become the 1% startup who survives five years, led the researcher want to learn more about the business model of this company.The case for this study is the dating platform called "E Company". It creates, offers and delivers value propositions for specific market segments and target customer groups. The case study use the Business Model Canvas (BMC) to deconstruct nine business model elements of E Company, and analyze with the 3S (Survive, Succeed, Sustain) framework to understand how E Company from the initial stage to the growth stage structed the operation strategic elements. And finally, I combine the BMC model in conjunction with the 3S framework to discuss the key factors for the successful operation of E Company, so as to further optimize the business model.This study found that the establishment of a clear value proposition for E Company, and through the internal and external value activities, resources and partners in the BMC model, can directly affect the target customers. The different types of online and offline activities established by E Company’s users and the marketing team utilized the advantages of customer relationships and channels of E Company, which will make more potential users more willing to use E Company. At the same time, it can reduce users` doubts, establish a trust relationship with the E Company, and then create word-of-mouth effects and high stickiness.Products, back office team and APP members are the key resources of E Company’s operation. While meeting users need and improving product quality, they become E Company’s communication representatives. The key activities of E Company, not only from a small number of users to create the party host and quality products and services, more importantly, continue to optimize the APP functions, listen to the users’ feedbacks and suggestions, in order to provide a complete dating platform and unique services, in order to create value and enhance the irreplaceability. en_US dc.description.tableofcontents 謝誌 I中文摘要 IIAbstract III目次 V表目錄 VII圖目錄 VIII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 3第三節 研究流程與章節架構 3第二章 文獻探討 6第一節 平台理論 6第二節 商業模式 15第三節 競爭優勢 22第三章 研究方法 29第一節 研究方法與研究程序 29第二節 訪談對象選取 32第三節 訪談大綱 33第四章 個案介紹 37第一節 產業概況 37第二節 個案公司與APP介紹 50第五章 個案分析 67第一節 傳統交友平台競爭因素 67第二節 E公司 2016年初創期之商業模式 68第三節 E公司 2020年成長期之商業模式 74第四節 E公司 關鍵成功因素與3S策略分析 85第六章 結論與建議 91第一節 研究結論 91第二節 後續研究建議 95第三節 研究限制 96參考文獻 98附錄A-個案研究訪綱 103 zh_TW dc.format.extent 11300725 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0108363048 en_US dc.subject (關鍵詞) 交友平台 zh_TW dc.subject (關鍵詞) 商業模式 zh_TW dc.subject (關鍵詞) 3S策略 zh_TW dc.subject (關鍵詞) 關鍵成功因素 zh_TW dc.subject (關鍵詞) Business Model canvas en_US dc.subject (關鍵詞) Dating Platform en_US dc.subject (關鍵詞) 3S Strategy en_US dc.subject (關鍵詞) Key Success Factors en_US dc.title (題名) 台灣新創交友平台之商業模式與關鍵成功因素分析：以E公司為例 zh_TW dc.title (題名) Business Model and Key Success Factors analysis of Taiwan’s new dating platform: a case study of E. company en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 英文文獻Aaker D.A (1984). “ Strategic Market Management”, NY, John Wiley & Sons Co.Amit, R., & Zott, C. 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