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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 郭瑞祥 | zh_TW |
dc.contributor.advisor | Ruey-Shan Guo | en |
dc.contributor.author | 邱承威 | zh_TW |
dc.contributor.author | Cheng-Wei Chiou | en |
dc.date.accessioned | 2024-01-26T16:40:03Z | - |
dc.date.available | 2024-01-27 | - |
dc.date.copyright | 2024-01-26 | - |
dc.date.issued | 2024 | - |
dc.date.submitted | 2024-01-17 | - |
dc.identifier.citation | 中文文獻
[1] Charles W. L. Hill, Melissa A. Schilling, Graeth R. Jones(民109)。策略管理。朱文儀、陳建男譯。台北市:華泰文化。 [2] 詹文男、李震華、周維忠、王義智、數位轉型研究團隊(民109)。數位轉型力。台北市:商周出版。 [3] Marco Iansiti, Karin R. Lakhani(民110)。領導者的數位轉型。台北市:天下文化。 [4] Ron Ander (民111)。生態系競爭策略:重新定義價值結構、在轉型中便是正賽局,掌握策略工具,贏得先機。黃庭敏譯。台北市:天下雜誌。 [5] Patrick Van Der Pijl, Justin Lokitz, Roland Wijnen(民109)。商業模式轉型: 獲利世代價值創新的6大途徑。劉復苓譯。台北市:商周出版。 [6] 劉潤(民108)。新零售狂潮:數據賦能╳坪效革命╳短路經濟,優化人、貨、場效率,迎接零售新未來。台北市:寶鼎出版。 [7] 陳怡寧(民111)。新冠肺炎疫情下之運動品牌數位轉型策略分析:以Nike及 Adidas為例。國立台灣大學事業經營碩士在職學位學程學位論文,台北市。 [8] 林泰立(民111)。以方法目的鏈探討運動鞋消費者選擇實體通路與虛擬通路的價值與內涵。國立體育大學休閒產業經營學系碩士班碩士論文,桃園縣。 [9] 吳貞宜(民103)。臺灣女性運動用品行銷策略分析之研究:以NIKE與ADIDAS為例。逢甲大學經營管理碩士在職專班碩士論文,臺中市。 [10] 曹鈞瑋(民106)。Nike UA品牌策略及效益分析。國立臺灣大學國際企業學研究所碩士論文,臺北市。 英文文獻 [1] Porter, M.E.(1979). How Competitive Forces Shape Strategy. Harvard Business Review [2] Porter, M.E.(1996). What Is Strategy. Harvard Business Review [3] Henderson, B.(1970). The Product Portfolio. BCG Publications [4] Brand Finance (2020), Apparel 50, The annual report on the most valuable [] and strongest apparel brands, London: Author. 網站資料 中文網站: [1] 官方網站(民112)。NIKE官方網站。取自:http://www.nikeinc.com.cn/tch/index.html [2] 黃云宣(民110)。退出亞馬遜、削減批發零售夥伴後,Nike 靠DTC策略在疫情間繳出亮眼財報。未來商務。取自:https://fc.bnext.com.tw/articles/view/1744?_gl=1*mm18ek*_ga*Mjg5MTgxMzU3LjE2OTI2MTk4MDE. [3] 乾隆來(民109)。Nike執行長演出「灌籃高手」級數位轉型。今周刊。取自:https://mic.iii.org.tw/aisp/ReportS?docid=CDOC20210219001 [4] 天下編輯部(民107)。Nike的數位革命,如何顛覆全球設計、製造與物流體系?天下雜誌。取自:https://www.cw.com.tw/article/5087527 [5] 陳竫詒(民107)。運動賽事全停,愛迪達慘虧,為何Nike還在笑?。天下雜誌。取自:https://www.cw.com.tw/article/5100075?template=transformers [6] 林忻佑(民110)。數位轉型個案剖析-NIKE。MIC AISP情報顧問服務。取自:https://mic.iii.org.tw/aisp/ReportS?docid=CDOC20210219001 [7] 財報狗(民107、民108、民109、民110、民111、民112)。電話會議逐字稿-NIKE。財報狗。取自:https://statementdog.com/analysis/NKE [8] MBA 智庫百科(2020)。耐克公司。取自 : https://wiki.mbalib.com/zh-tw/耐克公司 [9] BBC(民109)肺炎疫情「黑天鵝」重創全球六大經濟領域。BBC 中文網。取自https://www.bbc.com/zhongwen/trad/business-51618788 [10] 官方新聞(民109)耐克裁員:不是順水推舟,而是早有預謀。知乎網。取自https://zhuanlan.zhihu.com/p/163289674 [11] 官方新聞(民109)「猶豫,是對自己太客氣」Nike激勵年輕球員團結面對挑戰,以強悍決心爭取冠軍榮耀。勘履者。取自https://kenlu.net/2020/02/nike-basketball-taiwan-hbl/ [12] 官方新聞(民110)官方新聞/Nike的可持續發展「Move To Zero」零碳行動。勘履者。取自https://www.sale-greenlabel.com/cn/news/esg_column/detail/250 [13] 于旭輝(民107)巨頭之路系列V:創新驅動的體育巨頭NIKE。長江證券。取自:http://pdf.dfcfw.com/pdf/H3_AP201809171196568458_1.pdf 英文網站: [1] D. Tighe(2023). Nike - Statistics & Facts. Statista. Retrieved from: https://www.statista.com/topics/1243/nike/#dossier-chapter4 [2] U.S. Securities and Exchange Commission(2019, 2020, 2021, 2022, 2023). Nike 10-K Financial Report. Retrieved from: https://www.sec.gov/edgar/searchedgar/companysearch [3] Danni Santana and Matthew Kish(2021). Inside Nike’s race to fix the SNKRS app and kill off bots before they drive away its most loyal fans. INSIDER. Retrieved from: https://www.businessinsider.com/nike-making-snkrs-app-fairer-fighting-bots-2021-12 [4] Tripti Rai(2020). Nike Acquires Celect – A Data science Firm to Predict Customer Demand. Appinventiv. Retrieved from: https://appinventiv.com/blog/nike-acquires-celect-to-predict-shopping-behavior/ [5] Sanford Stein(2020). Nike’s Latest DTC Retail Concept Takes Flight. Forbes. Retrieved from: https://www.forbes.com/sites/sanfordstein/2023/04/03/nikes-latest-dtc-retail-concept-takes-flight/?sh=24d03e272c91 [6] Bracha Arnold(2023). Nike & lululemon Update: Strong Performance Amid Expansion Plans. Placer.ai. Retrieved from: https://www.placer.ai/blog/nike-lululemon-update-strong-performance-amid-expansion-plans [7] Fortune (2020), Fortune 500, Retrieved from Fortune website: https://fortune.com/fortune500/ [8] Fortune Business Insights (2020), Sports Footwear Market Size, Share COVID-19 Impact Analysis, By Gender (Men, Women, and Kids), End-User (Professional Users and Recreational Users), Distribution Channel (Online and Offline), and Regional Forecasts, 2020 – 2027, Market Research Report, Pune: Author. Retrieved from: https://www.fortunebusinessinsights.com/amp/sports-footwear-market-102216 [9] Grace Cook(2020). Nike Is Grasping The Sustainability Nettle With Its “Move To Zero” Campaign. VOGUE. Retrieved from: https://www.forbes.com/sites/sanfordstein/2023/04/03/nikes-latest-dtc-retail-concept-takes-flight/?sh=24d03e272c91 [10] 1Lawrence Gregory(2020). Nike’s Generic Strategies & Intensive Growth Strategies. Panmore Institute. Retrieved from: https://panmore.com/nike-inc-generic-strategy-intensive-growth-strategies | - |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/91475 | - |
dc.description.abstract | Nike公司成立於1962年,是一家位於美國的跨國體育用品製造商,為全球市值第一大的運動品牌,一直致力於設計及生產創新耐用的運動產品,並以其知名的“Swoosh”商標為品牌象徵在世界各地販售其產品。
本研究利用個案分析方式,先從產業分析探討運動用品所屬產業發展概況、研究其發展趨勢以及競爭者分析,並利用五力分析評估競爭狀況,透過探討Nike公司在不同時期的商業模式發展以及如何利用不同市場策略應對變動快速的產業環境,歸納並總結其成為產業領導者的核心資源及能力,並研究近年來公司的數位轉型策略所帶來的顧客價值和內部價值的變化,如何利用此策略在疫情時實體需求衰退的浪潮中打敗競爭者逆勢成長。 根據本研究之研究結果,Nike主要的競爭優勢除了其廣為人知的創新研發能力、強大的品牌和市場行銷手段,更重要的是能快速辨別市場情況針對不同趨勢進行策略調整,成立初期抓住慢跑和籃球的風潮成長茁壯,建立多品牌矩陣並去蕪存菁,到近幾年數位轉型成功再造商業模式。 而本研究對Nike公司之研究建議為以下三點,一、利用全球在地化思維避免在不同市場可能會面對到的潛在文化衝突;二、在維持主要業務市占的同時,關注並搶佔有快速成長潛力的利基市場;三、優化供應鏈韌性,避免市場震盪帶來的供應鏈斷鏈風險。 | zh_TW |
dc.description.abstract | Founded in 1962, Nike Inc. is a multinational sporting goods manufacturer based in the United States and is the world's largest sports brand by market capitalization. It has been committed to designing and producing innovative and durable sports products, and sells its products all over the world with its famous "Swoosh" logo as their brand symbol.
This study utilizes a case study approach to explore the development of the sports goods industry from an industry analysis, study its development trends and competitor analysis, and evaluate the competitive situation using a five forces analysis. By exploring the development of Nike's business model over time and how it has responded to the fast-changing industry environment by using different marketing strategies, this study summarizes and concludes the core resources and capabilities that have made Nike a leader in the industry. The study also examines the changes in customer value and internal value brought about by the company's digital transformation strategy in recent years, and how it has utilized this strategy to beat competitors and grow against the tide of physical demand recession during the pandemic. According to the findings of this study, Nike's main competitive advantage is not only its well-known innovative R&D capability, strong branding and marketing tools, but also its ability to quickly recognize the market situation and make strategic adjustments in response to different trends. In the early years of its establishment, it grew and thrived by catching the trend of jogging and basketball, built up a multi-brand matrix and eliminated the essentials, and then successfully reengineered its business model in the recent years through its digital transformation. The recommendations of this study for Nike are as follows: 1) Use global localization to avoid potential cultural conflicts in different markets; 2) Maintain the market share of its main business while focusing on and capturing niche markets with fast-growth potential; 3) Optimize the supply chain to avoid the risk of supply chain disruptions caused by market shocks. | en |
dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2024-01-26T16:40:03Z No. of bitstreams: 0 | en |
dc.description.provenance | Made available in DSpace on 2024-01-26T16:40:03Z (GMT). No. of bitstreams: 0 | en |
dc.description.tableofcontents | 口試委員審定書 I
誌謝 II 中文摘要 III ABSTRACT IV 目次 VI 圖次 II 表次 IV 第一章 緒論 1 第一節 研究動機 1 第二節 研究對象及目的 2 第三節 研究方法 3 第二章 文獻探討 5 第一節 管理學模型與模型探討 5 第三章 產業分析 15 第一節 產業概況 15 第二節 近年來運動趨勢的轉變 18 第三節 主要競爭者分析 24 第四節 運動消費品產業波特五力分析 29 第四章 個案介紹 32 第一節 NIKE公司簡介 32 第二節 NIKE公司發展簡介 38 第三節 NIKE的營運策略 54 第四節 NIKE的DTC策略 66 第五節 NIKE的永續轉型與企業社會責任 70 第五章 個案分析 73 第一節 NIKE公司各階段商業模式及核心資源能力分析 73 第二節 NIKE在各發展階段提供給消費者的價值有何轉變 89 第三節 NIKE的數位轉型及其成效分析 96 第四節 競爭對手的數位轉型及其成效分析 107 第六章 結論與建議 114 第一節 研究結論 114 第二節 研究建議 116 參考文獻 120 | - |
dc.language.iso | zh_TW | - |
dc.title | 探討運動產業之商業模式轉變及數位轉型發展: 以N公司為例 | zh_TW |
dc.title | Explore the business model change and digital transformation development of the sports industry: Take N Company as an example | en |
dc.type | Thesis | - |
dc.date.schoolyear | 112-1 | - |
dc.description.degree | 碩士 | - |
dc.contributor.oralexamcommittee | 郭佳瑋;陳俊忠 | zh_TW |
dc.contributor.oralexamcommittee | Chia-Wei Kuo;Chun-Chung Chen | en |
dc.subject.keyword | 商業模式,數位轉型, | zh_TW |
dc.subject.keyword | business model,digital transformation, | en |
dc.relation.page | 123 | - |
dc.identifier.doi | 10.6342/NTU202400076 | - |
dc.rights.note | 同意授權(限校園內公開) | - |
dc.date.accepted | 2024-01-19 | - |
dc.contributor.author-college | 管理學院 | - |
dc.contributor.author-dept | 商學研究所 | - |
顯示於系所單位: | 商學研究所 |
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