| dc.contributor.advisor | 管康彥 | zh_TW |
| dc.contributor.author (Authors) | 林玉堂 | zh_TW |
| dc.creator (作者) | 林玉堂 | zh_TW |
| dc.date (日期) | 2008 | en_US |
| dc.date.accessioned | 18-Sep-2009 19:56:19 (UTC+8) | - |
| dc.date.available | 18-Sep-2009 19:56:19 (UTC+8) | - |
| dc.date.issued (上傳時間) | 18-Sep-2009 19:56:19 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0096355049 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/36850 | - |
| 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) | 96355049 | zh_TW |
| dc.description (描述) | 97 | zh_TW |
| dc.description.abstract (摘要) | 今日許多受限於資源、市場限制的企業，以多邊經營模式突破重圍，展現出亮麗績效。多邊事業早在過去就已存在，然而相關理論與研究為近五年來的事情，台灣企業受限於市場、資源限制，如何藉由多邊思維，從而再創企業高峰，為本研究初始動機。隨著資訊科技發展，過去策略談論企業如何開創市場、滿足顧客，從而成為市場領導者。其多半以一維角度探討，公司如何藉由研究與發展極大化商品價值，進而提供超乎顧客期待。而多邊思維的出現，將傳統一維思考拉升至二維，公司縱使無能力滿足顧客需求，亦能夠尋求多方合作，促成顧客與其他企業交易，從中扮演媒合角色。本論文主要貢獻在於，將主要相關多邊文獻及經營模式架構結合，並以NTT DoCoMo進行實證討論，從而提出多邊企業經營模式建構。為了導出多邊企業經營模式建構，本研究首先瞭解今日多邊事業與觸媒策略發展，從而與過去學者所提出經營模式架構與要素，得出多邊企業經營模式設計指引流程。而後以NTT DoCoMo其在2000年前後成功打造i-mode多邊平台擴張實例，作為驗證與支撐多邊企業經營模式設計指引方針。易言之，以多邊企業、經營模式與NTT DoCoMo i-mode作法，進行三方交流探討。從中歸納推演出多邊企業經營模式建構。研究結果發現，第一：多邊平台打破過去價值網路與顧客介面間接關係，其將兩邊直接連結，使得多邊平台能夠與外界環境保持動態平衡。第二：核心策略與策略性資源，將決定平台擴張方向與深度，兩者相輔相成良性循環下，能夠促成多邊事業的擴張與成長。第三：相較於單邊企業，價值網絡和關係動態，為多邊企業營運成功與否重要關鍵。 | zh_TW |
| dc.description.abstract (摘要) | AbstractNowadays, many companies are limited in resources which compels them to make market break throughs via multi-sided business models to improve performance. Multi-sided business models existed in the past, but relevant theories and research have only been around for five years. Taiwanese companies are constrained by lack of resources and market size. Therefore, exploring how to use multi-sided business models to create break throughs is the main motive of this research. With the development of information technology, past strategy issues focused on how to explore new markets, satisfied customers, or become the market leader. Their goal is to maximize the value of goods in a linear value chain. The emergence of a multi-sided perspective adds value to the increased networking of the linear value chain. Hence, companies without the ability to satisfy customers may seek co-operative strategies to reach customers through other business transactions. The main contribution of this paper combines the major relevant multi-sided literature and architecture of business models as well as an empirical discussion of NTT DoCoMo.First, this study will attempt understand the development of multi-sided business and business models from research. Based on such an understanding, this research will delve into the multi-sided business model process as well as design guidelines. Second, this research will use the example of NTT DoCoMo’s i-mode case as validation and support for the business model design guidelines of the multi-sided approach. In other words, for a multi-sided business, business model and the NTT DoCoMo i-mode case explores a three-way approach which deduces the multi-sided business model construction.This research reaches three conclusions. First, multi-sided platforms break the indirect relationship between value networks and customer interface. Further, there is a direct link to both sides which makes the multi-sided platform maintain a dynamic equilibrium with the external environment. Second, core strategy and strategic resources determine the direction of expansion and depth of platform. These two components can contribute to the expansion of multi-sided business growth. Third, in contrast to unilateral business, value network and relationship dynamics are the key of multi-sided business success. | en_US |
| dc.description.tableofcontents | 目錄第一章 緒論 1第一節 研究背景與動機..................1第二節 研究目的與對象..................3第三節 研究方法與流程..................4第二章 文獻探討........................6第一節 多邊企業........................6第二節 經營模式.......................14第三章 個案描述.......................21第一節 NTT DoCoMo之發展歷程...........21第二節 NTT DoCoMo i-mode內涵..........26第四章 個案研究分析...................34第一節 多邊企業經營模式設計指引流程...34第二節 核心策略.......................36第三節 策略性資源.....................42第四節 顧客介面.......................47第五節 價值網絡.......................62第六節 多邊企業經營模式設計指引方針...68第五章 結論與建議.....................75第一節 研究結論.......................75第二節 管理意涵.......................77第三節 研究限制.......................79第四節 後續研究建議...................79參考文獻..............................81 表目錄表2-1 觸媒架構.......................13表2-2 經營模式整理...................14表3-1 i-appli 相關的服務項目.........29表4-1 多邊企業設計步驟...............35表4-2 i-mode 定價方式................61表4-3 多邊企業經營模式設計指引方針...69 圖目錄圖1-1 研究流程........................5圖2-1 觸媒企業........................8圖2-2 經營模式之構面.................17圖3-1 i-mode 用戶成長變化圖..........27圖4-1 NTT DoCoMo未來方向.............39圖4-2 i-mode合作概念模式.............49圖4-3 DoCoMo與相關利害關係人關係.....52圖4-4 策略主軸 - 垂直進化和水平進化..56 | zh_TW |
| dc.format.extent | 304908 bytes | - |
| dc.format.extent | 384492 bytes | - |
| dc.format.extent | 500782 bytes | - |
| dc.format.extent | 430964 bytes | - |
| dc.format.extent | 408486 bytes | - |
| dc.format.extent | 518775 bytes | - |
| dc.format.extent | 492427 bytes | - |
| dc.format.extent | 1080900 bytes | - |
| dc.format.extent | 403511 bytes | - |
| dc.format.extent | 460922 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.format.mimetype | application/pdf | - |
| dc.format.mimetype | application/pdf | - |
| dc.format.mimetype | application/pdf | - |
| dc.format.mimetype | application/pdf | - |
| dc.format.mimetype | application/pdf | - |
| dc.format.mimetype | application/pdf | - |
| dc.format.mimetype | application/pdf | - |
| dc.format.mimetype | application/pdf | - |
| dc.format.mimetype | application/pdf | - |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0096355049 | en_US |
| dc.subject (關鍵詞) | 多邊企業 | zh_TW |
| dc.subject (關鍵詞) | 經營模式 | zh_TW |
| dc.subject (關鍵詞) | 觸媒策略 | zh_TW |
| dc.subject (關鍵詞) | Multi-sided Business | en_US |
| dc.subject (關鍵詞) | Business Model | en_US |
| dc.subject (關鍵詞) | Catalyst Strategy | en_US |
| dc.subject (關鍵詞) | NTT DoCoMo | en_US |
| dc.title (題名) | 多邊企業經營模式之建構:i-mode個案探討 | zh_TW |
| dc.title (題名) | Multi-Sided business model construction:A case study of i-mode platform | en_US |
| dc.type (資料類型) | thesis | en |
| dc.relation.reference (參考文獻) | 參考文獻 | zh_TW |
| dc.relation.reference (參考文獻) | 一、 中文資料 | zh_TW |
| dc.relation.reference (參考文獻) | 1. 林孟潔（2005），行動電視產業之發展策略研究，國立政治大學企業管理學系碩士論文 | zh_TW |
| dc.relation.reference (參考文獻) | 2. 李田樹、李芳齡譯（2007），Gary Hamel著，啟動革命，天下文化 | zh_TW |
| dc.relation.reference (參考文獻) | 3. 李芳齡譯 (2007)，Evans David S., Schmalensee Richard著，企業觸媒策略：觸媒型企業多邊平台的制勝法則，天下雜誌 | zh_TW |
| dc.relation.reference (參考文獻) | 4. 吳致達（2003），探討行動數據服務發展之改善要素─以i-mode為例，國立政治大學廣播電視學系碩士論文 | zh_TW |
| dc.relation.reference (參考文獻) | 5. 黃怡華譯（1998），松永真理著，i-mode縮短夢想與實際的距離，角川書店 | zh_TW |
| dc.relation.reference (參考文獻) | 6. 陳淑梅（2004），價值創造導向之日本企業轉型，國立政治大學企業管理學系碩士論文 | zh_TW |
| dc.relation.reference (參考文獻) | 7. 陳鍵智（2002），探討行動商務系統擴散的產業結構與整合機制-以i-mode為例，銘傳大學管理科學研究所碩士論文 | zh_TW |
| dc.relation.reference (參考文獻) | 8. 韓燕甯（2007），從開放式創新觀點探討NTT DoCoMo平台型經營模式，國立政治大學企業管理學系碩士論文 | zh_TW |
| dc.relation.reference (參考文獻) | 9. 顏君安（2004），經營模式、進入策略、主宰設計關係之文獻研究－兼論商業智能之前導作用，國立中央大學企業管理研究所碩士論文 | zh_TW |
| dc.relation.reference (參考文獻) | 10. 蕭秋梅譯 (2001)，夏野剛著，i-mode贏的策略：開啟行動商務的新大陸，經濟新潮社 | zh_TW |
| dc.relation.reference (參考文獻) | 二、 英文資料 | zh_TW |
| dc.relation.reference (參考文獻) | 1. Andrei Hagiu , 2006. Pricing and Commitment by Two-Sided Platforms. forthcoming, Rand Journal of Economics. | zh_TW |
| dc.relation.reference (參考文獻) | 2. Andrei Hagiu , 2006. Two-Sided Platforms: Pricing, Product Variety and Social Efficiency. Harvard Business School | zh_TW |
| dc.relation.reference (參考文獻) | 3. Andrei Hagiu , 2006. Optimal Platform Pricing in Two-Sided Markets. RAND Journal of Economics | zh_TW |
| dc.relation.reference (參考文獻) | 4. Andrei Hagiu , 2009. Multi-sided Platforms: From microfoundations to design and expansion strategies. Harvard Business School - Strategy Unit,Working Paper. | zh_TW |
| dc.relation.reference (參考文獻) | 5. Annabelle Gawer, Michael A. Cusumano., 2002. Platform Leadership: How Intel, Microsoft and Cisco Drive Industry Innovation. Harvard Business School Press. | zh_TW |
| dc.relation.reference (參考文獻) | 6. Armstrong, Mark. 2006. Competition in two-sided markets.The RAND Journal of Economics. | zh_TW |
| dc.relation.reference (參考文獻) | 7. Caillaud, B. and B. Jullien, 2003. Chicken and Egg: Competition among Intermediation Service Providers. RAND Journal of Economics, vol. 34, pp. 521–552. | zh_TW |
| dc.relation.reference (參考文獻) | 8. David J.TEECE, 2007,Explicating Dynamic Capabilities: The Nature And Microfoudations Of (Sustainable) Enterprise Performance.Strategic Management Journal | zh_TW |
| dc.relation.reference (參考文獻) | 9. Eisenmann T., G. Parker and M. W. Van Alstyne , 2006. Strategies for Two-Sided Markets. Harvard Business Review, November 2006. | zh_TW |
| dc.relation.reference (參考文獻) | 10. Emily Moto Murase, 2003. Keitai Boomu: The Case of NTT DoCoMo and Innovation in the Wireless Internet in Japan. Stanford University. | zh_TW |
| dc.relation.reference (參考文獻) | 11. Evans, David S. 2003.The Antitrust Economics of Multi–Sided Platform Markets.Yale Journal on Regulation, vol. 20, pp. 325–381. | zh_TW |
| dc.relation.reference (參考文獻) | 12. Evans, David S., Andrei Hagiu , Richard Schmalensee , 2005. A survey of the economic role of software platforms in computer-based industries. CESifo Economic Studies. | zh_TW |
| dc.relation.reference (參考文獻) | 13. Evans, David S., Andrei Hagiu , Richard Schmalensee , 2006. Invisible Engines: How Software Platforms Drive Innovation and Transform Industries.MIT Press, October 2006. | zh_TW |
| dc.relation.reference (參考文獻) | 14. Evans, David S., Schmalensee, Richard., 2007. Catalyst Code: The Strategies behind the World’s Most Dynamic Companies. Harvard Business School Press. | zh_TW |
| dc.relation.reference (參考文獻) | 15. Evans, David S., Schmalensee, Richard., 2005. The Industrial Organization of Markets with Two-Sided Platforms.National Bureau of Economic Research. | zh_TW |
| dc.relation.reference (參考文獻) | 16. Gary Hamel, 2000. Leading the Revolution. Harvard Business School Press. | zh_TW |
| dc.relation.reference (參考文獻) | 17. Gawer,Annabelle and Michael A. Cusumano , 2002. Platform leadership: How Intel, Microsoft, and Cisco drive industry innovation.Harvard Business Press. | zh_TW |
| dc.relation.reference (參考文獻) | 18. Geoffrey Parker,Marshall W. Van Alstyne, 2009. Two-Sided Network Effects: A Theory of Information Product Design,Boston U. School of Management Research Paper No. 2009-1 | zh_TW |
| dc.relation.reference (參考文獻) | 19. Jay Pil Choi, 2007,Tying in Two-Sided Markets with Multi-Homing.NET Institute Working Paper No. 06-04,CESifo Working Paper No. 2073 | zh_TW |
| dc.relation.reference (參考文獻) | 20. Simon P ,Anderson, Gabszewicz, Jean Jaskold, 2005,The Media and Advertising: A Tale of Two-Sided Markets.CEPR Discussion Papers | zh_TW |
| dc.relation.reference (參考文獻) | 21. Sujit Chakravorti,Roberto Roson, 2004,Platform Competition in Two-Sided Markets: The Case of Payment Networks,FRB of Chicago Working Paper No. 2004-09 | zh_TW |
| dc.relation.reference (參考文獻) | 22. Ulrich Kaiser,Julian Wright, 2006, Price structure in two-sided markets: Evidence from the magazine industry.International Journal of Industrial Organization. | zh_TW |
| dc.relation.reference (參考文獻) | 23. Mitsuru Kodama, 2007. NTT DoCoMo’s Launch of i-Mode in the Japanese Mobile Phone Market: A Knowledge Creation Perspective, Journal of Management Studies, 44(1), pp. 50-72. | zh_TW |
| dc.relation.reference (參考文獻) | 24. Nicholas Economides,Evangelos Katsamakas, 2005,Two-Sided Competition of Proprietary vs. Open Source Technology Platforms and the Implications for the Software Industry.NYU, Law and Economics Research Paper No. 05-20 | zh_TW |
| dc.relation.reference (參考文獻) | 25. Raivio Yrjo, 2008.The Broker – A Solution for Global Mobile Services.Nokia Siemens Networks. Consulting and Systems Integration | zh_TW |
| dc.relation.reference (參考文獻) | 26. Rochet,Jean-Charles and Jean Tirole , 2003. Platform competition in two-sided markets. Journal of the European Economic Association. | zh_TW |
| dc.relation.reference (參考文獻) | 27. Rochet,Jean-Charles and Jean Tirole , 2004. Defining Two-Sided Markets. RAND Journal of Economics Forthcoming. | zh_TW |
| dc.relation.reference (參考文獻) | 28. Rochet,Jean-Charles and Jean Tirole , 2004. Two-Sided Markets An Overview. RAND Journal of Economics. | zh_TW |
| dc.relation.reference (參考文獻) | 29. Rochet,Jean-Charles and Jean Tirole , 2006. Two-Sided Markets: A Progress Report.RAND Journal of Economics | zh_TW |
| dc.relation.reference (參考文獻) | 30. Rochet,Jean-Charles and Jean Tirole , 2007. Two-Sided Markets: Where We Stand.RAND Journal of Economics. | zh_TW |
| dc.relation.reference (參考文獻) | 三、 參考網站 | zh_TW |
| dc.relation.reference (參考文獻) | 1. NTT DoCoMo公司英文網站：http://www.nttdocomo.com/ | zh_TW |
| dc.relation.reference (參考文獻) | 2. NTT DoCoMo公司中國網站：http://www.nttdocomo.com.cn/ | zh_TW |
