請用此 Handle URI 來引用此文件：
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/68188完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 郭瑞祥(Ruey-Shan Guo) | |
| dc.contributor.author | Yao Sheng | en |
| dc.contributor.author | 盛堯 | zh_TW |
| dc.date.accessioned | 2021-06-17T02:14:23Z | - |
| dc.date.available | 2018-01-31 | |
| dc.date.copyright | 2018-01-04 | |
| dc.date.issued | 2017 | |
| dc.date.submitted | 2017-11-14 | |
| dc.identifier.citation | Reference
English reference: 1. Levitt, Theodore, 1960. “Marketing Myopia,” Harvard Business Review, 24-47; 2. Liang, Mingzhu, Wang, Mingsen, Xu, Songjun, 2016. “WeChat Marketing of Catering Industry from Consumers’ Perspective—Taking “HaiDiLao” and “Little Sheep” as Examples,” Journal of Service Science and Management, 9: 255-262; 3. Lien, Che Hui, Cao, Yang, 2014. “Examining WeChat users’ motivations, trust, attitudes, and positive word-of-mouth: Evidence from China,” Computers in Human Behavior, 41: 104-111; 4. Lin, Po-Hung, 2010. “Competitive Strategy Analysis on Google Advertising Business Model,” National Taiwan University Master Thesis; 5. Meeker, Mary, 2014. Internet Trends 2014-Code Conference; 6. Meeker, Mary, 2015. Internet Trends 2015-Code Conference; 7. Meeker, Mary, 2016. Internet Trends 2016-Code Conference; 8. Peng, Xixian, Zhao, Yuxiang (Chris), Zhu, Qinghua, 2016. “Investigating user switching intention for mobile instant messaging application: Taking WeChat as an example,” Computers in Human Behavior, 64: 206-216; 9. Porter, Michael E., 2008. “The Five Competitive Forces That Shape Strategy,” Harvard Business Review, 25-40; 10. Tu, Fangjing, 2016. “WeChat and civil society in China,” Communication and the Public, 1(3): 343-350; Chinese reference: 1. 吳俞旻（2015），騰訊帝國之平台策略，國立台灣大學管理學院商學研究所碩 士論文。 2. 馬克．強森Mark W. Johnson，克雷頓．克里斯汀生Clayton M. Christensen，孔 翰寧Henning Kagermann（2008），商業模式再創新，哈佛商業評論全球繁體 中文版，第1 頁至第11 頁。 3. 陳光鋒 （2014），互聯網思維的商業實戰: O2O的12個致勝關鍵,看小米、微 信、QQ、百度、阿里巴巴、淘寶、天貓如何成為電商與社群的市場霸主，天下 雜誌。 4. 戚蕾（2013），企業微信行銷，企業研究，第6期，第50-52頁。 5. 彭雨冰（2014），微商的定义和现状，智富時代2014年12期，第29頁。 6. 趙敬（2013），微信公眾平臺發展現狀初探，新聞實踐，第8期，第8- 10頁。 Internet Reference: 1. http://baike.baidu.com/subview/690164/16198694.htm#1, visited on August 23, 2016; 2. http://www.171x.com/news/lunwen/guanlixue/shichangyingxiaolunwen/2014-10- 28/25436.html, visited on August 23, 2016; 3. https://en.wikipedia.org/wiki/WeChat, visited on August 23, 2016; 4. http://searchcloudcomputing.techtarget.com/definition/big-data-Big-Data, visited on August 25, 2016; 5. https://en.wikipedia.org/wiki/Big_data, visited on August 25, 2016; 6. http://www.ey.com/GL/en/Services/Advisory/EY-big-data-big-opportunities-bigchallenges, visited August 25, 2016; 7. https://www.techinasia.com/talk/3-remember-growing-business-wechat-weibochina, visited August 27, 2016; 8. https://techcrunch.com/2015/02/12/line-at/, visited on August 27, 2016; 9. https://www.youtube.com/watch?v=c_wJGZPEx78, visited September 22, 2016; 10. http://www.jianshu.com/p/eaa66968cd13, visited October 4, 2016; 11. https://www.huxiu.com/article/18515/1.html, visited October 16, 2016; 12. https://www.huxiu.com/article/142722/1.html, visited October 30, 2016; 13. http://www.weixinnu.com/article/57268dc786779eb734d1c092, visited October 30, 2016; 14. http://www.digitaling.com/articles/22344.html, visited October 30, 2016; | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/68188 | - |
| dc.description.abstract | 隨著今年社交媒體，網絡，客戶消費習慣的迅猛發展。從櫥窗購物，到現在移動終端上的社交媒體購物依然成為了最新的發展趨勢。以目前中國大陸最為流行的社交巨頭微信為例。被稱為微信商業模式的新商業模式正在崛起，備覆蓋了幾乎所有的微信用戶。
所謂微信商業模式到底是怎樣的一種商業模式？那些成功地商業都有哪些特質？我們應如何追隨這種商業模式？本研究報告以微信商業模式中的市場及運營為中心，分析其商業的核心競爭力。以一家深圳的科技公司為例，介紹了其建立在微信公眾平台上的商業，以此再現了微信商業模式的真實運用并推廣。 | zh_TW |
| dc.description.abstract | With a rapid growth in social media and internet, consumers’ shopping custom has been gradually changed these years. From window shopping to online shopping, now social media shopping on the mobile devices becomes a new trend of business model. Take the most popular social media player in Mainland China, Wechat, as an example. A new business model called WeChat Business Model is rising and almost covered to all the WeChat users.
What kind of business model it is? What’s the feature of those successful business? How we could follow this WeChat Business Model? This research paper will centralize on the marketing and operation aspect of the WeChat Business Model and analyze its competitive strategy in business. A case company, Shenzhen Huashengpai Internet Technology Limited Company, which built its WeChat Public Platform named “Nutrip”, will be introduced in the later chapter to reappear the WeChat Business Model from its establishment to its regular business. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-17T02:14:23Z (GMT). No. of bitstreams: 1 ntu-106-R04749031-1.pdf: 4364638 bytes, checksum: 0c394cfa1303b6e6578070c47a143862 (MD5) Previous issue date: 2017 | en |
| dc.description.tableofcontents | Table of Contents
Acknowledgement ............... i Abstract ............................. ii Table of Contents ............... iii List of Figures ..................... vi List of Tables ................................ xii Chapter 1: Introduction .............. 1 1.1: Research Motives ............... 1 1.2: Research Objects ............... 2 1.3: Research Methods ............... 3 1.4: Thesis Structure ............... 3 Chapter 2: Literature Reviews and Information Collections...... 5 2.1: Business Model ...................................... 5 2.2: Competitive Forces ...................... 7 Chapter 3: Macro Business Development ....... 10 3.1: Traditional Business ....................... 10 3.2: Internet and Mobile Internet ............... 11 3.3: Big Data Platform .................. 13 3.4: Mobile E-Commerce ......................... 16 Chapter 4: Business Model of WeChat Public Platform ...... 19 4.1: WeChat Business .......................... 19 4.2: WeChat Public Platform ................ 22 4.3: Customer Value Proposition .................... 24 4.4: Profit Formula ................................ 25 4.5: Key Resources/Assets .............................. 30 4.6: Key Processes ..................................... 33 Chapter 5: Competitive Forces of WeChat Public Platform................. 38 5.1: Bargaining Power of Suppliers .............. 38 5.2: Bargaining Power of Buyers .................. 39 5.3: Threat of Substitute Products or Services ... 41 5.4: Threat of New Entrants ......................... 41 5.5: Rivalry among Existing Competitors ....... 42 5.5.1: Sina Weibo (Microblog) ................. 43 5.5.2: Facebook .............................. 44 5.5.3: Line ................................. 46 Chapter 6: Case Study of Nutrip ..................... 51 6.1: Background .............................................. 51 6.2: Business Model Analysis ........................................................................................ 54 6.3: Operational Management and Statistics Analysis ................................................... 57 6.4: Competitive Forces Analysis ................................................................................... 80 6.5: Recommendations in operation ............................................................................... 83 Chapter 7: Conclusions and Recommendations ............................................................. 87 7.1 Conclusions .............................................................................................................. 87 7.2 Recommendations .................................................................................................... 88 Reference ........................................................................................................................ 90 | |
| dc.language.iso | en | |
| dc.subject | 微信 | zh_TW |
| dc.subject | 競爭力 | zh_TW |
| dc.subject | 微信商業模式 | zh_TW |
| dc.subject | 微信公眾平台 | zh_TW |
| dc.subject | WeChat Public Platform | en |
| dc.subject | WeChat Business Model | en |
| dc.subject | Competitive Forces | en |
| dc.subject | en | |
| dc.title | 微信公眾平台的商業模式及競爭力分析
——以花生游为例 | zh_TW |
| dc.title | WeChat Public Platform Analysis on Business Model and Competitive Forces
——Taking Nutrip as an example | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 106-1 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 陸洛(Luo Lu),黃俊堯(Chunyao Huang) | |
| dc.subject.keyword | 微信,微信公眾平台,微信商業模式,競爭力, | zh_TW |
| dc.subject.keyword | WeChat,WeChat Public Platform,WeChat Business Model,Competitive Forces, | en |
| dc.relation.page | 92 | |
| dc.identifier.doi | 10.6342/NTU201704371 | |
| dc.rights.note | 有償授權 | |
| dc.date.accepted | 2017-11-14 | |
| 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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| 檔案 | 大小 | 格式 | |
|---|---|---|---|
| ntu-106-1.pdf 未授權公開取用 | 4.26 MB | Adobe PDF |
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