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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 陳家麟(Chialin Chen) | |
dc.contributor.author | Yuan-Heng Huang | en |
dc.contributor.author | 黃元亨 | zh_TW |
dc.date.accessioned | 2021-05-11T05:11:03Z | - |
dc.date.available | 2019-07-15 | |
dc.date.available | 2021-05-11T05:11:03Z | - |
dc.date.copyright | 2019-07-15 | |
dc.date.issued | 2019 | |
dc.date.submitted | 2019-07-03 | |
dc.identifier.citation | 蔡偉智,2015。從免費到付費:免費增值模式下SaaS用戶的使用者行為研究。國立清華大學服務科學研究所碩士論文。
蕭崑龍,2007。客戶關係管理的SaaS(SoftwareasaService)經營模式及競爭策略之探討-以Salesforce.com為例。國立臺灣大學商學研究所碩士論文。 黃麗蓉,2011。雲端運算SaaS商業模式發展之探討-以M公司之記帳代理業服務為例。銘傳大學管理學院高階經理碩士學程碩士論文。 洪瑩芝,2017。探討價值主張於顧客旅程中之體現:以N汽車品牌X車型為例。國立成功大學國際企業研究所碩士論文。 廖添載,2010。臺灣軟體業創新服務模式與競爭優勢之個案研究。國立臺灣科技大學資訊管理研究所碩士論文。 拓璞產業研究所,「創新應用在雲端,市場商機無國界」,TRI 產業專題報告-236,2013a。 李耀、王新新,2011。價值的共同創造與單獨創造及顧客主導邏輯下的價值創造研究評介。外國經濟與管理,33(9),43-50。 蔡政安、廖明坤,2015。資訊科技通路商之商業模式互動關係探索研究。商略學報,7(2),089-112。 吳聲,2017。場景革命:產品即場景、分享即獲取、跨界即連接、流行即流量,重構人與商業的邏輯思維。時報出版。 Osterwalder, A., Y. Pigneur and etc. 2014. Value Proposition Design: How to Create Products and Services Customers Want, New Jersey, Wiley. Osterwalder, A., & Pigneur, Y. 2010. Business model generation: A handbook for visionaries, game changers, and challengers New Jearsy: Wiley. Yin, R. K., 1994, Case Study Research: Design and Method, 2nd Edn. London: Sage Publication. Eric Ries, 2011. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. Journal of Product Innovation Management, 29(3), 508-509. Lindič, J., & Marques da Silva, C. (2011). Value proposition as a catalyst for a customer focused innovation. Management decision, 49(10), 1694-1708. Skålén, P., Gummerus, J., von Koskull, C., & Magnusson, P. R. (2015). Exploring value propositions and service innovation: a service-dominant logic study. Journal of the academy of marketing science, 43(2), 137-158. R. Buyya, C. S. Yeo, and S. Venugopal, “Market-Oriented Cloud Computing: Vision, Hype, and Reality for Delivering IT Services as Computing Utilities,” IEEE International Conference on High Performance Computing and Communications, pp. 5-13, 2008. Waters, B. (2005). Software as a service: A look at the customer benefits. Journal of Digital Asset Management, 1(1), 32-39. David W. Stewart, Michael A. Lamins Ph.D. 1993. Secondary Research. SAGE Publication UK. InVision https://www.invisionapp.com/ Marvel https://marvelapp.com/ UXTOOLS https://www.uxtools.co/ cooper https://www.cooper.com/ G2 https://www.g2.com/ Internet Archive https://archive.org/ Crunchbase https://www.crunchbase.com Forge https://forgeglobal.com/ TechCrunch https://techcrunch.com/ MBA智庫百科 https://wiki.mbalib.com/ StockFeel 股感 https://www.stockfeel.com.tw/ Strategyzer https://www.strategyzer.com/ Figma https://www.figma.com Flinto https://www.flinto.com/ Sketch–The digital design toolkit https://www.sketch.com/ IBM https://www.ibm.com/ Hacker News https://news.ycombinator.com | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/handle/123456789/841 | - |
dc.description.abstract | 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。 | zh_TW |
dc.description.abstract | 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. | en |
dc.description.provenance | Made available in DSpace on 2021-05-11T05:11:03Z (GMT). No. of bitstreams: 1 ntu-108-P06751002-1.pdf: 2698321 bytes, checksum: d99dc9fdbaa40e159d8e0a213a14c13f (MD5) Previous issue date: 2019 | en |
dc.description.tableofcontents | 誌謝 i
中文摘要 ii ABSTRACT iii 目錄 iv 圖目錄 vi 表目錄 vii 第一章 緒論 1 第一節 研究動機 1 第二節 研究目的 2 第三節 重要名詞釋義 3 第二章 文獻探討 4 第一節 價值主張 4 第二節 個案研究法 6 第三章 研究架構與方法 8 第一節 研究架構 8 第二節 研究方法 9 第四章 個案公司價值地圖 12 第一節 個案公司價值地圖—Woomoo 12 第二節 個案公司價值地圖—InVision 15 第三節 個案公司價值地圖—Marvel 21 第五章 顧客素描與價值適配 26 第一節 顧客訪談 26 第二節 顧客素描 27 第三節 個案公司價值適配—InVision 34 第四節 個案公司價值適配—Marvel 37 第六章 分析結果洞察 41 第一節 價值適配交叉分析 41 第二節 分析結果洞察 47 第七章 結論與建議 50 第一節 研究結論與建議 50 第二節 研究限制 53 中文參考文獻 54 英文參考文獻 55 網路參考資料 56 附錄一 Woomoo價值地圖訪談大綱 57 附錄二 Woomoo創辦人訪談摘要 58 附錄三 顧客素描訪談大綱 60 附錄四 受訪者訪談摘要 61 | |
dc.language.iso | zh-TW | |
dc.title | 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 | zh_TW |
dc.title | A Study of Value Proposition to Explore Key Successful
Factors of App Prototyping Tool-Case study of InVision and Marvel | en |
dc.date.schoolyear | 107-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 陳炳宇(Bing-Yu Chen),楊曙榮 | |
dc.subject.keyword | 軟體即服務,五木一子,新創,原型設計工具,價值主張圖, | zh_TW |
dc.subject.keyword | SaaS,InVision,Marvel,Woomoo,prototyping tool,value proposition, | en |
dc.relation.page | 85 | |
dc.identifier.doi | 10.6342/NTU201901114 | |
dc.rights.note | 同意授權(全球公開) | |
dc.date.accepted | 2019-07-03 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 創業創新管理碩士在職專班 | zh_TW |
顯示於系所單位: | 創業創新管理碩士在職專班(EiMBA) |
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