| dc.contributor.advisor | 郭更生<br>黃秉德 | zh_TW |
| dc.contributor.advisor | Kuo, Geng Sheng<br>Huang, Ping Der | en_US |
| dc.contributor.author (Authors) | 林鈺穎 | zh_TW |
| dc.contributor.author (Authors) | Lin, Yu-Ying | en_US |
| dc.creator (作者) | 林鈺穎 | zh_TW |
| dc.creator (作者) | Lin, Yu-Ying | en_US |
| dc.date (日期) | 2005 | en_US |
| dc.date.accessioned | 11-Sep-2009 16:47:05 (UTC+8) | - |
| dc.date.available | 11-Sep-2009 16:47:05 (UTC+8) | - |
| dc.date.issued (上傳時間) | 11-Sep-2009 16:47:05 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0093355069 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/29880 | - |
| 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 | zh_TW |
| dc.description (描述) | 93355069 | zh_TW |
| dc.description (描述) | 94 | zh_TW |
| dc.description.abstract (摘要) | 現今企業為因應科技不斷創新及產業結構之快速變動，當顧客需求變動更加快速，且顧客個別需求差異又大時，企業要如何快速因應？本研究探討的主題以顧客導向、顧客關係與共創價值為理論基礎，探討顧客與企業共創價值的新商業模式；並透過行動通訊產業的實務驗證，對顧客與企業共創價值的流程、概念與互動關係進行研究，肯定此新商業模式之價值。研究目的包括：探討企業與顧客共創價值之相關理論、發展企業與顧客共創價值之新商業模式以及藉由行動通訊產業實務驗證此商業模式之價值。 延續共創價值理論、顧客關係管理以及網路外部性與行動通訊價值鏈等前人研究與理論基礎，本研究所提出的新商業模式概念以企業經營利潤的提升為目的，就顧客與企業合作之創價路徑以及時程演進進行探討描述。透過產業研究驗證得到，創價路徑分為價值創造互動點、關鍵樞紐公司、經驗環境平台以及價值轉運機制等四個階段。而時程演進則分為引誘期、維持期、成長期與更新期四個階段。而研究結論包括：此新商業模式創造獨特價值、新商業模式能夠協助企業因應產業變化以及行動通訊產業為新商業模式之應用先驅。建議企業在應用新商業模式上先就企業本身的產業定位及優勢進行全面性檢討，才能夠發揮本身的優勢，以發展平台整合目標資源，透過價值轉運機制即時迅速地提供關鍵顧客獨特價值。 | zh_TW |
| dc.description.abstract (摘要) | The thesis focuses on new business model based on co-creating value with customers. It provides an overview of distinctive features of the unique value creating by corporate and customer. The specific purposes of the thesis are to define the co-creating value with customers, to develop a new business model based on that, and to enhance the value of the new business model in conjunction with mobile communications industry. Based on the researches regarding to co-creating value, customer relationship management and network externalities, this thesis analyses the key players and interactions that form part of co-creating value between corporate and customer, providing a foundation for future strategic analysis and drawing on some of the key factors that may influence the take-up of the new business model---including value creating process (value-creating interactive point, key nodal company, experience platform and value-transferring hub) and timeline developing (inducing period, preserving period, growing period, and renewing period)---the thesis also provides predictions regarding the future of industrial applying. A field experiment was conducted in mobile communications industry. The experiment reveals that the new business model has unique value, the new business model can facilitate the corporate adoption to the variation market and the mobile communications industry is found to be the first mover in terms of the implementation in this new business model. The importance and managerial implications of the new business and follow-up research are also discussed. | en_US |
| dc.description.tableofcontents | 第一章 緒 論 6 第一節 研究緣起 6 第二節 研究目的 9 第三節 研究範圍及內容 10 一、研究範圍 10 二、研究內容 10 第二章 文獻回顧 12 第一節 共創價值理論 12 一、價值創造 12 二、顧客導向之共創價值 13 第二節 顧客關係管理 20 第三節 網路外部性 21 第四節 行動通訊產業價值鏈 22 一、 行動通訊價值 22 二、 行動通訊價值鏈 24 三、行動商務價值鏈 25 第三章 研究方法 27 第一節 研究設計 27 第二節 研究架構 29 第三節 訪談計畫 30 一、訪談對象 30 二、訪談重點 30 第四節 研究限制 33 第四章 共創價值之新商業模式 34 第一節 價值創造互動點(INTERACTIVE POINT) 34 一、與顧客對話 35 二、顧客感受的價值 35 三、顧客風險評估 35 四、讓顧客了解 36 第二節 關鍵樞紐公司(NODE) 36 第三節 經驗環境平台(PLATFORM) 38 一、經驗網絡 38 二、網路外部性 39 第四節 價值轉運機制(HUB) 40 第五章 行動通訊產業之驗證分析 43 第一節 手持式裝置之新商業模式 43 一、價值創造互動點 44 二、關鍵樞紐公司 45 三、經驗環境平台 45 四、價值轉運機制 47 第二節 系統營運之新商業模式 50 一、價值創造互動點 51 二、關鍵樞紐公司 51 三、經驗環境平台 53 四、價值轉運機制 54 第三節 小結 56 一、新商業模式之創價路徑 56 二、新商業模式之時程演進 60 三、新商業模式在實務應用上之困難 63 第六章 結論與建議 65 第一節 結論 65 一、新商業模式創造獨特價值 65 二、新商業模式協助企業因應產業變化 66 三、行動通訊產業為新商業模式之應用先驅 67 第二節 研究建議 68 參考文獻 69 圖 目 錄 圖2-1價值創造參考架構之新舊對照圖 15 圖2-2 行動通訊價值鏈 25 圖2-3 行動商務價值鏈 26 圖3-1 研究流程圖 28 圖3-2 研究架構圖 29 圖4-1 關鍵樞紐公司的角色 37 圖4-2 行動通訊產業之價值轉運機制 42 圖5-1 手持式裝置之價值鏈示意 44 圖5-2 微軟價值轉運機制 48 圖5-3 NEC價值轉運機制 49 圖5-4 系統營運價值鏈 50 圖5-5 Intel之關鍵樞紐公司架構 52 圖5-6 系統業者在價值轉運機制擔任角色 55 圖5-7 行動通訊產業之新商業模式 62 表 目 錄 表2-1 共創價值之基礎概念 17 表3-1 訪談對象 32 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0093355069 | en_US |
| dc.subject (關鍵詞) | 共創價值 | zh_TW |
| dc.subject (關鍵詞) | 互動點 | zh_TW |
| dc.subject (關鍵詞) | 關鍵樞紐公司 | zh_TW |
| dc.subject (關鍵詞) | 經驗環境平台 | zh_TW |
| dc.subject (關鍵詞) | 價值轉運機制 | zh_TW |
| dc.title (題名) | 與顧客共創價值之新商業模式-以行動通訊產業為例 | zh_TW |
| dc.title (題名) | New Business Model based on Co-Creating Value with Customers -An Example of Mobile Communications Industry | en_US |
| dc.type (資料類型) | thesis | en |
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