請用此 Handle URI 來引用此文件:
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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 陳家麟(CHIA-LIN CHEN) | |
dc.contributor.author | FANG-YU CHANG | en |
dc.contributor.author | 張芳瑜 | zh_TW |
dc.date.accessioned | 2021-06-16T09:16:18Z | - |
dc.date.available | 2022-07-31 | |
dc.date.copyright | 2017-07-31 | |
dc.date.issued | 2017 | |
dc.date.submitted | 2017-07-15 | |
dc.identifier.citation | Reference
Brem, A & Maier, M & Wimschneider, C (2016) ‘Competitive advantage through innovation: the case of Nespresso’, European Journal of Innovation Management, 19 (1): pp. 133-148 Barney, J (1991). ‘Firm Resources and Sustained Competitive Advantage’. Journal of Management. 17(1): p. 99-120 Cohen D, Crabtree B.(2006) ‘Qualitative Research Guidelines Project.’ http://www.qualres.org/HomeSemi-3629.html [Accessed 30 April 2017] Frank T. Rothaermel (2013) ‘Strategic Management: Concepts and Cases’, pp.91 International Institute of Management (2003), ‘ Innovation and Renovation: The Nespresso Story’, IMD-5-0543 McLeod, S. A. (2014).’ The Interview Method’ www.simplypsychology.org/interviews.html [Accessed 30 April 2017] Matzler, K & Bailom, F& Friedrich von den Eichen, S& Kohler,T (2013) ‘Business model innovation: coffee triumphs for Nespresso’, Journal of Business Strategy, 34(2): pp. 30-37 Nestlé Nespresso SA (2017) https://www.nestle-nespresso.com/ [Accessed 27 April 2017] Nestlé Taiwan ltd., Nespresso Branch (2017) https://www.nespresso.com/tw/zh/home [Accessed 27 April 2017] Osterwalder, A & Pigneur, Y & Clark, T & Smith, T (2010) ‘Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers’ Osterwalder, A & Pigneur, Y & Clark, T & Smith, T (2014) ‘Value Proposition Design’ Prahalad, C.K. & Hamel,G (1990). ‘The Core Competence of the Corporation’ Harvard Business Review, 12: p. 81-90. Porter, M.E. (1985) ‘Competitive Advantage - Creating and Sustaining Superior Performance’, pp. 33-59 Strategyzer (2017) https://strategyzer.com/canvas [Accessed 22 March 2017] Technavio. (2017) ‘ Global Coffee Pods Market 2017-2021’ 王之杰. (2017) ‘台灣100大影響力品牌調查:一顆小膠囊改變百年雀巢’. Business Weekly. (1535): pp. 80-88 | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/59119 | - |
dc.description.abstract | Nespresso奈斯派索是一間全球知名的咖啡公司隸屬於瑞士商雀巢集團,其獨特的咖啡膠囊及咖啡機商業模式一直以來都被許多人討論。自從1986年公司成立以來,其採取的刮鬍刀商業模式(Razor Blade Model)讓Nespresso每年都能維持穩定的營收。Nespresso Taiwan 台灣奈斯派索於2012年成立至今已有五年多之久,對於曾在該公司從事財務分析工作四年多的本人來說,我非常珍惜這樣的工作機會與所有美好的回憶,然而在工作過程中,我體會到消費者對於品牌認知的喜好與轉變,也讓我非常好奇消費者是如何看待這個品牌以及此品牌的優勢與劣勢在哪裡,有沒有哪方面Nespresso是可以做得更好的。
此篇論文的目的為探討Nespresso的品牌核心價值以及試圖找出新的方法以贏回消費者的心,進而吸引更多會員的加入。藉由價值主張模式(Value Proposition Canvas)來訪談兩種不同特性的消費者,我們能夠了解消費者心中最在意的事情、產品或服務,這些或許是公司端以往並不了解或是還未達到其期望的。 在討論與結論章節中,我們將會運用企業內部分析(Internal Analysis)以及商業模式圖(Business Model Canvas) 來了解公司核心價值以及其商業模式。除此之外,針對訪談結果中消費者痛點的部分,尤其針對膠囊回收的爭議,我們提出了些解決方案和建議給公司高階主管,希望這些方法能幫助公司解決消費者的痛點並且創造企業、消費者以及環境的三贏模式。 | zh_TW |
dc.description.abstract | Nespresso is a well-known coffee company under Nestlé group and it is famous for its special interaction system of the Nespresso coffee capsule and Nespresso coffee machine. With implementing razor blade model, Nespresso has stable revenue growth every year since it was launched in 1986. Nespresso Taiwan was established in 2012 and the company has been run for five years so far. As a financial analyst working in Nespresso Taiwan for more than 4 years, I truly appreciate the working opportunity and cherish all the good memories there. However, I also encountered some glory and gloomy days of Nespresso during the period and I was curious how customers regard this brand and what advantages or disadvantages Nespresso can keep and improve.
The purpose of the study is to investigate the core competencies of Nespresso and the improvements that company can conduct to attract more customers to become members. By interviewing two segments of Nespresso customers (target customers and younger generation) via Value Proposition Canvas, we can know what kind of brand it is to customer and what products or services customers really care about but Nespresso has not met their expectations. In discussion and conclusion part, internal analysis and business model canvas will be introduced to analyze Nespresso’s core competencies and business model. Besides, for customer’s pains which we found from interview, especially recycling issue, we tried to design some solutions and recommendations to Nespresso’s senior management team. Hope that can solve customer’s problem and create win-win result for corporate, consumer and environment. | en |
dc.description.provenance | Made available in DSpace on 2021-06-16T09:16:18Z (GMT). No. of bitstreams: 1 ntu-106-R04749009-1.pdf: 2967363 bytes, checksum: b5a00d7751a75781da5a9768a3ea675e (MD5) Previous issue date: 2017 | en |
dc.description.tableofcontents | III. TABLE OF CONTENTS
I. 中文摘要 3 II. ABSTRACT 4 III. TABLE OF CONTENTS 5 IV. LIST OF TABLES 6 V. LIST OF FIGURES 6 CHAPTER 1 INTRODUCTION 7 1.1 Background of Research 7 1.2 Motivation of Research 8 1.3 Research Objective 9 CHAPTER 2 LITERATURE REVIEW 11 2.1 Internal analysis 11 2.1.1 Core Competence of the Corporation 11 2.1.2 Competitive Advantages and VRIO analysis 12 2.2 Business Model 14 2.2.1 Business Model Canvas 14 2.2.2 Razor Blade Model 17 2.3 Value Proposition Canvas 18 2.3.1 Value Map 19 2.3.2 Customer Profile 20 CHAPTER 3 CASE STUDY BACKGROUND 22 3.1 Company History 22 3.2 Products and Services 25 3.3 Business Strategies 29 3.4 Brand Management 30 3.5 Recycling 32 CHAPTER 4 RESEARCH METHODOLOGY 34 4.1 Interview Survey Introduction 34 4.2 Interview Objective 36 4.3 Interviews Profile and Guide 36 4.4 Interview Results 39 CHAPTER 5 DISCUSSION 43 5.1 Value Proposition Canvas 43 5.2 Business Model Canvas 44 5.3 Competitive Advantage and Core Competency 45 5.4 Solutions and Cost Analysis 47 5.5 Suggestions 52 CHAPTER 6 CONCLUSION 55 REFERENCE 56 | |
dc.language.iso | en | |
dc.title | 為企業、消費者、環境創造三方互利之商業策略:
以台灣雀巢Nespresso為例 | zh_TW |
dc.title | Strategy to Create Win-Win for Corporations, Consumers and the Environment: A case study of Nespresso Taiwan | en |
dc.type | Thesis | |
dc.date.schoolyear | 105-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 孔令傑(LING-CHIEH KUNG),陳彥豪(YEN-HAU CHEN) | |
dc.subject.keyword | 刮鬍刀商業模式,核心價值,競爭優勢,價值主張,VRIO分析,咖啡膠囊,咖啡膠囊回收, | zh_TW |
dc.subject.keyword | Razor blade model,Core competence,Competitive advantages,Value proposition,VRIO analysis,Coffee capsule,Capsule recycling, | en |
dc.relation.page | 57 | |
dc.identifier.doi | 10.6342/NTU201701608 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2017-07-17 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 企業管理碩士專班 | zh_TW |
顯示於系所單位: | 管理學院企業管理專班(Global MBA) |
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