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題名 生態系統觀點下的商業模式創新策略—以樂高集團為例
Business Model Innovation Strategies based on Ecosystem Perspective - a Case Study of the LEGO Group作者 鄭惠慈
Cheng, Hui-Tzu貢獻者 吳思華
Wu, Se-Hwa
鄭惠慈
Cheng, Hui-Tzu關鍵詞 生態系統
策略發展
商業模式創新
玩具產業
樂高集團
企業轉型
Ecosystem
Strategic development
Business model innovation
Toy industry
LEGO Group
Enterprise transformation日期 2023 上傳時間 9-Mar-2023 18:33:32 (UTC+8) 摘要 在新時代、新科技、新價值觀體系的環境挑戰下，企業組織紛紛希望藉由商業模式創新帶動產業轉型。然而，在非生態系統觀點下盲目的商業模式創新，往往為企業帶來更大的生存危機。因此，本研究藉由探討全球玩具產業龍頭樂高集團在生態系統發展下的商業模式創新策略，提供其他企業對商業模式創新、生態系統建立及永續成長的靈感與未來發展的可能建議。本研究採個案研究法為研究方法，並透過次級資料蒐集及訪談相關參與者以彙整及分析個案資料。研究結果發現，樂高集團能成功將玩具轉化為教具、道具與輔具的商業模式創新組合並建立和諧的生態系統，主要策略核心以圍繞著價值主張及發現使用者需求後，再透過新商業模式的設計與實施來達成商業模式創新。總結來說，本研究對樂高集團在生態系統觀點下的商業模式創新策略研究分析後，共有四個研究結論，分別是：（一）策略核心為共生：以價值主張號召行動者，發展生態系統求共生。（二）經營範疇需共創：傾聽玩家的聲音，共同創造新範疇。（三）核心資源需共振：洞察網絡舊資源，場域共振新多用。（四）事業網絡需共演：挖掘使用者需求，成長發展共演化。
Under the challenges of the new era, new technology and new value system, business organizations are hoping to stimulate industrial transformation through business model innovation. However, the blind business model innovation under the non-ecosystem perspective often brings a greater risk of survival for enterprises. Therefore, this thesis reviews the business model innovation strategies of the Lego Group, the global leader in the toy industry, in the context of ecosystem perspective, to provide inspiration to other enterprises on business model innovation, ecosystem establishment and sustainable growth for the future.This thesis adopts a case study research method and uses secondary data collection and interviews with related actors to compile and analyze case materials. The research findings show that the core of the LEGO Group`s strategy to transform the role of toys and build a harmonious ecosystem is through revolving around value propositions and the identification of users` needs, which followed by the design and implementation of new business models to achieve business model innovation.In summary, there are four conclusions from this thesis after analyzing the business model innovation strategies of the LEGO Group under the ecosystem perspective, which are:(1) The core of the strategy is symbiosis: call on the actors with value proposition and develop the ecosystem for symbiosis.(2) Business scope needs to be co-created: listen to players` voices and create new business scopes together.(3) Core resources need to convert: Insight network old resources in the field of conversion to create new multi-purpose.(4) Business network needs to co-evolve: explore users` needs and develop co-evolution for growth.參考文獻 中文文獻吳思華（1996）。策略九說：策略思考的本質。台北市：臉譜文化。吳思華（2022）。尋找創新典範3.0：人文創新H-EHA模式。台北市：遠流。吳思華、司徒達賢（1982）。企業經營策略的選擇。管理評論，1(1)，92-100。吳燦宏（2019）。從迷的行動看玩具功能與意義之變遷歷程：以《玩具總動員》、《怪獸電力公司》與《無敵鐵金剛》為例。政治大學幼兒教育研究所。碩士學位論文，頁1-115。李菁芸（2019）。幼兒與母親溝通行為之探究：以玩玩具為例。政治大學人類發展與家庭學系。博士學位論文，頁1-188。洪世章、譚丹琪、廖曉青（2007）。企業成長、策略選擇與策略改變。中山管理評論，15(1)，11-35。陳淑敏（2016）。幼兒遊戲第三版。臺北市：心理。蛯谷敏（2022）。樂高：小積木立大功，用玩具堆出財富帝國的秘訣。台北市：大塊文化。溫明麗、林玉體（1988）。為孩子選玩具。臺北市：時報文化。劉宜君、陳啟清（2015）。另類全球化議題-高齡者玩具需求與趨勢探討。福祉科技與服務管理學刊，3(4)。David Robertson & Bill Breen（2014）。玩具盒裡的創新：樂高以積木、人偶瘋迷10億人的秘密。台北市：天下雜誌。Per Kristiansen & Robert Rasmussen（2017）。樂高認真玩：打造成功優質的企業團隊。台北市：洪圖出版。 英文文獻Adner, R. 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國立政治大學
科技管理與智慧財產研究所
109364118資料來源 http://thesis.lib.nccu.edu.tw/record/#G0109364118 資料類型 thesis dc.contributor.advisor 吳思華 zh_TW dc.contributor.advisor Wu, Se-Hwa en_US dc.contributor.author (Authors) 鄭惠慈 zh_TW dc.contributor.author (Authors) Cheng, Hui-Tzu en_US dc.creator (作者) 鄭惠慈 zh_TW dc.creator (作者) Cheng, Hui-Tzu en_US dc.date (日期) 2023 en_US dc.date.accessioned 9-Mar-2023 18:33:32 (UTC+8) - dc.date.available 9-Mar-2023 18:33:32 (UTC+8) - dc.date.issued (上傳時間) 9-Mar-2023 18:33:32 (UTC+8) - dc.identifier (Other Identifiers) G0109364118 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/143818 - 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) 109364118 zh_TW dc.description.abstract (摘要) 在新時代、新科技、新價值觀體系的環境挑戰下，企業組織紛紛希望藉由商業模式創新帶動產業轉型。然而，在非生態系統觀點下盲目的商業模式創新，往往為企業帶來更大的生存危機。因此，本研究藉由探討全球玩具產業龍頭樂高集團在生態系統發展下的商業模式創新策略，提供其他企業對商業模式創新、生態系統建立及永續成長的靈感與未來發展的可能建議。本研究採個案研究法為研究方法，並透過次級資料蒐集及訪談相關參與者以彙整及分析個案資料。研究結果發現，樂高集團能成功將玩具轉化為教具、道具與輔具的商業模式創新組合並建立和諧的生態系統，主要策略核心以圍繞著價值主張及發現使用者需求後，再透過新商業模式的設計與實施來達成商業模式創新。總結來說，本研究對樂高集團在生態系統觀點下的商業模式創新策略研究分析後，共有四個研究結論，分別是：（一）策略核心為共生：以價值主張號召行動者，發展生態系統求共生。（二）經營範疇需共創：傾聽玩家的聲音，共同創造新範疇。（三）核心資源需共振：洞察網絡舊資源，場域共振新多用。（四）事業網絡需共演：挖掘使用者需求，成長發展共演化。 zh_TW dc.description.abstract (摘要) Under the challenges of the new era, new technology and new value system, business organizations are hoping to stimulate industrial transformation through business model innovation. However, the blind business model innovation under the non-ecosystem perspective often brings a greater risk of survival for enterprises. Therefore, this thesis reviews the business model innovation strategies of the Lego Group, the global leader in the toy industry, in the context of ecosystem perspective, to provide inspiration to other enterprises on business model innovation, ecosystem establishment and sustainable growth for the future.This thesis adopts a case study research method and uses secondary data collection and interviews with related actors to compile and analyze case materials. The research findings show that the core of the LEGO Group`s strategy to transform the role of toys and build a harmonious ecosystem is through revolving around value propositions and the identification of users` needs, which followed by the design and implementation of new business models to achieve business model innovation.In summary, there are four conclusions from this thesis after analyzing the business model innovation strategies of the LEGO Group under the ecosystem perspective, which are:(1) The core of the strategy is symbiosis: call on the actors with value proposition and develop the ecosystem for symbiosis.(2) Business scope needs to be co-created: listen to players` voices and create new business scopes together.(3) Core resources need to convert: Insight network old resources in the field of conversion to create new multi-purpose.(4) Business network needs to co-evolve: explore users` needs and develop co-evolution for growth. en_US dc.description.tableofcontents 目次 I表次 III圖次 IV第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的 3第三節 研究方法與流程 3第二章 文獻探討 5第一節 發展策略與策略選擇 5第二節 生態系統觀點 8第三節 商業模式 14第四節 生態系統觀點下的策略發展原則 19第三章 玩具產業概況與分析 23第一節 玩具產業概況 23第二節 玩具產業分析 26第四章 個案介紹 31第一節 公司簡介 31第二節 第一發展階段（1932-1997） 46第三節 第二發展階段（1998-2007） 48第四節 第三發展階段（2008-2017） 58第五節 第四階發展段（2018-至今） 65第五章 個案分析 74第一節 樂高集團發展策略與價值主張的演變 75第二節 樂高集團生存邏輯與發展邏輯的演變 78第三節 樂高集團經營範疇的演變 88第四節 樂高集團核心資源的演變 93第五節 樂高集團事業網絡的演變 95第六節 樂高集團生態系商業模式創新策略的演變 98第六章 結論與建議 111第一節 研究結論 111第二節 學術貢獻 113第三節 實務建議 115第四節 研究限制與建議 116參考資料 117 zh_TW dc.format.extent 5461837 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0109364118 en_US dc.subject (關鍵詞) 生態系統 zh_TW dc.subject (關鍵詞) 策略發展 zh_TW dc.subject (關鍵詞) 商業模式創新 zh_TW dc.subject (關鍵詞) 玩具產業 zh_TW dc.subject (關鍵詞) 樂高集團 zh_TW dc.subject (關鍵詞) 企業轉型 zh_TW dc.subject (關鍵詞) Ecosystem en_US dc.subject (關鍵詞) Strategic development en_US dc.subject (關鍵詞) Business model innovation en_US dc.subject (關鍵詞) Toy industry en_US dc.subject (關鍵詞) LEGO Group en_US dc.subject (關鍵詞) Enterprise transformation en_US dc.title (題名) 生態系統觀點下的商業模式創新策略—以樂高集團為例 zh_TW dc.title (題名) Business Model Innovation Strategies based on Ecosystem Perspective - a Case Study of the LEGO Group en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文文獻吳思華（1996）。策略九說：策略思考的本質。台北市：臉譜文化。吳思華（2022）。尋找創新典範3.0：人文創新H-EHA模式。台北市：遠流。吳思華、司徒達賢（1982）。企業經營策略的選擇。管理評論，1(1)，92-100。吳燦宏（2019）。從迷的行動看玩具功能與意義之變遷歷程：以《玩具總動員》、《怪獸電力公司》與《無敵鐵金剛》為例。政治大學幼兒教育研究所。碩士學位論文，頁1-115。李菁芸（2019）。幼兒與母親溝通行為之探究：以玩玩具為例。政治大學人類發展與家庭學系。博士學位論文，頁1-188。洪世章、譚丹琪、廖曉青（2007）。企業成長、策略選擇與策略改變。中山管理評論，15(1)，11-35。陳淑敏（2016）。幼兒遊戲第三版。臺北市：心理。蛯谷敏（2022）。樂高：小積木立大功，用玩具堆出財富帝國的秘訣。台北市：大塊文化。溫明麗、林玉體（1988）。為孩子選玩具。臺北市：時報文化。劉宜君、陳啟清（2015）。另類全球化議題-高齡者玩具需求與趨勢探討。福祉科技與服務管理學刊，3(4)。David Robertson & Bill Breen（2014）。玩具盒裡的創新：樂高以積木、人偶瘋迷10億人的秘密。台北市：天下雜誌。Per Kristiansen & Robert Rasmussen（2017）。樂高認真玩：打造成功優質的企業團隊。台北市：洪圖出版。 英文文獻Adner, R. 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