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標題: | 以價值主張方法研究 App 原型設計工具關鍵成功因素-以 InVision 與 Marvel 之個案為例 A Study of Value Proposition to Explore Key Successful Factors of App Prototyping Tool-Case study of InVision and Marvel |
作者: | Yuan-Heng Huang 黃元亨 |
指導教授: | 陳家麟(Chialin Chen) |
關鍵字: | 軟體即服務,五木一子,新創,原型設計工具,價值主張圖, SaaS,InVision,Marvel,Woomoo,prototyping tool,value proposition, |
出版年 : | 2019 |
學位: | 碩士 |
摘要: | 在智慧手機與App問世後,新創公司以此為契機,近年來持續增長,每幾年都會轉換流行趨勢,從服務創新O2O的Airbnb與Uber,到近年興起的區塊鏈到人工智慧,都是當下的創投與創業家們追尋的目標,但當流行不再,或是IPO後的成長獲益不如預期,脫下華麗外衣的新創的也不再受人矚目。在這種風潮下,軟體即服務(SaaS)的新創正在漸漸興起。其特色為:以企業用戶為主要服務對象、在創業初期即有收入、不需持續追求高融資以及專注在解決客戶的問題。SaaS的新創近年來慢慢開花結果,InVision可說是其中的佼佼者,於2011年的在紐約成立,發展到2018年末估值達19億美元,可說是近年SaaS新創中一個耀眼的存在。
本研究以原型設計SaaS公司InVision與Marvel為研究目標,前者為市場的領跑者;後者則於2014年收購研究者過去任職於的同類型產品POP之公司Woomoo,目前仍佔有市場一定比例。本研究使用個案研究與價值主張圖,先搜集次級資料以及訪談Woomoo創辦人,完成個案公司之價值地圖,再以十二位設計師做為訪談對象,進行半結構式訪談,整理其摘要,完成顧客素描,然後將上述價值地圖與顧客素描將價值主張完成。使用完成的價值主張圖,進行交叉分析InVision與Marvel顧客素描與價值地圖適配情況,逐項分析,得出分析結果洞察,並給予結論與建議,來探討SaaS原型設計工具與價值主張的關係。 在經過交叉對比後,觀察結果從五個面向做出洞察分析:「工具平台給使用者的第一印象」、「平台的擴展策略」、「軟體即服務平台使用者的特性」、「顧客獲益對於1到100的重要性」與「Marvel市場發展策略的搖擺」,這四個面向說明了InVision與Marvel在2017年2018年差距越拉越開的主要原因。接著,透過上述分析,得到五個結論:「InVision成為市場領先者的關鍵因素:『專注於專業使用者』+『橫跨發展多個產品領域的策略』+『提供意外獲益』」、「Marvel專注的痛點解方不適配,並影響產品策略開展」、「使用場景對於SaaS設計類工具的發展有重要的影響」、「平台生態圈的建立為工具類SaaS發展的重要指標」與「設計類工具產品的近年變化和未來展望與價值主張息息相關」,來說明為何InVision能成為同類型產品新創的領跑者,以及以SaaS新創公司策略開展與價值主張之關係,期許未來的同類型新創公司得以參考。 After the advent of smart phone and mobile apps, startups took this opportunity to rise in recent years. The trend changes fast, from O2O services Airbnb and Uber to blockchains and artificial intelligence. Venture capitalists and entrepreneurs followed the trends to explore their chances to success. However, after the trend changed or the IPO are not as good as expected, they failed down faster. In this trend, software-as-a-service (SaaS) business model is emerging. It has some special features: focus on enterprise, get the income in the early stage, no need to pursue found raising continuously, solving customer problems is the main target. SaaS startups are becoming stronger in recent years. InVision is one of the best. It was established in New York in 2011 and grow to US$1.9 billion valuation by the end of 2018. This research is based on the prototyping tool companies InVision and Marvel. InVision the current market leader. Marvel acquired Woomoo, the company that researcher had worked for and owned prototyping tool POP in 2014. It holds a certain proportion of the market. This study uses case study and value proposition canvas to research. At first, it collects secondary data and interviews the founder of Woomoo, completes the value map of the case company, and then interviews twelve designers to conduct semi-structured interviews and organize their abstracts. Complete the customer profile and then complete the value proposition canvas. Using the completed value proposition canvas, cross-analyze the InVision and Marvel customer profile and value map fit item by item. Then obtain insights into the analysis results, and give conclusions and recommendations to explore the relationship between SaaS and value proposition canvas. After cross-analyze, the observations were analyzed from five aspects: 'The first impression of SaaS platform to the user', 'The platform’s expansion strategy', “SaaS platform user's characteristics', 'Customer gains for the importance of 1 to 100', and “The sing of Marvel’s market development strategy”, these five aspects illustrate the main reason for the gap between InVision and Marvel in 2017. Then, through the above analysis, we have five conclusions to explain why InVision can become a market leader: “The key factors for InVision becoming the market leader: focus on professional users + strategy across user journey + provide unexpected gains”, “Marvel's pain reliever is not fit and cause too much on future development”, “The user journey of SaaS design tools has an important impact”, “The establishment of the platform ecosystem is an important indicator for SaaS design tools”, and 'Building successful design tools are closely related to value propositions canvas”. We expect this research can be referenced by the future startups who would like to build the successful SaaS company. |
URI: | http://tdr.lib.ntu.edu.tw/handle/123456789/841 |
DOI: | 10.6342/NTU201901114 |
全文授權: | 同意授權(全球公開) |
顯示於系所單位: | 創業創新管理碩士在職專班(EiMBA) |
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