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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 謝源弘 | zh_TW |
| dc.contributor.advisor | Yuan Horng Hsieh | en |
| dc.contributor.author | 陶安龍 | zh_TW |
| dc.contributor.author | Tobias Taulien | en |
| dc.date.accessioned | 2025-02-21T16:30:39Z | - |
| dc.date.available | 2025-08-07 | - |
| dc.date.copyright | 2025-02-21 | - |
| dc.date.issued | 2025 | - |
| dc.date.submitted | 2025-01-03 | - |
| dc.identifier.citation | Alexander, O., & Yves, P. (2013). Business Model Generation (1st edition ed.). Wiley.
Beckers, J., & Verhetsel, A. (2023). Retail after COVID: Impacts on accessibility. In (pp. 69-90). Elsevier. https://doi.org/10.1016/bs.atpp.2023.08.002 China . Directorate-General of Budget, A., Statistics, China . Directorate-General of Budget, A., & Statistics. (2024). Statistical yearbook of the Republic of China [Taiwan]. Directorate-General of Budget, Accounting & Statistics. Chou, Y.-K. (2019). Actionable gamification : beyond points, badges, and leaderboards. Packt Publishing. Combinator, Y. (2024). How to Set KPIs and Prioritize Your Time. https://www.startupschool.org/curriculum/how-to-set-kpis-and-prioritize-your-time Doran, G. T. (1981). There's a SMART way to write managements's goals and objectives. Management review, 70(11). Drucker, P. (2012). The Practice of Management (2nd edition ed.). Taylor and Francis. Eisenmann, T. R. (2021). Why startups fail : a new roadmap for entrepreneurial success (First edition. ed.). Currency. Eyal, N., & Hoover, R. (2019). Hooked : how to build habit-forming products (Completely revised and updat ed.). Penguin Business. Eyal, N., & Li, J. (2019). Indistractable : how to control your attention and choose your life. Bloomsbury Publishing. Graham, P. (2013, 01.10.24). Do things that don’t scale. https://paulgraham.com/ds.html Halligan, B., & Shah, D. (2014). Inbound Marketing, Revised and Updated : Attract, Engage, and Delight Customers Online (2nd ed.). John Wiley & Sons, Incorporated. Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2020). Strategic management : competitiveness & globalization (13e. ed.). Cengage. Ian MacKenzie, C. M., Steve Noble. (2013). How retailers can keep up with consumers. McKinsey&Company. Intelligence, M. (2023). Taiwan E-commerce Market Size & Share Analysis - Growth Trends & Forecasts (2024 - 2029). https://www.mordorintelligence.com/industry-reports/taiwan-ecommerce-market Kano, N., Seraku, N., Takahashi, F., & Tsuji, S.-i. (1984). Attractive Quality and Must-Be Quality. Journal of The Japanese Society for Quality Control, 14(2), 147-156. https://doi.org/10.20684/quality.14.2_147 Kim, W. C., & Mauborgne, R. (2015). Blue ocean strategy : how to create uncontested market space and make the competition irrelevant. Harvard Business Review Press. Limited, I. (2022). Consumer & Retail Taiwan Market Report. https://www.intralinkgroup.com/getmedia/fd37faf0-0550-49b7-89a7-30571286b56c/Taiwan-Consumer-Retail-Report-2022.pdf Niven, P. R., Lamorte, B., & Ebook Central All Subscribed, T. (2016). Objectives and Key Results : Driving Focus, Alignment, and Engagement with OKRs (1st ed.). Wiley. Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., & ProQuest. (2014). Value proposition design : how to create products and services customers want. Get started with. Wiley. Parker, G., Van Alstyne, M., & Choudary, S. P. (2016). Platform revolution : how networked markets are transforming the economy and how to make them work for you (First edition. ed.). W.W. NORTON & Company. Project Management, I., & Project Management, I. (2021). Guide to the Project Management Body of Knowledge (PMBOK(R) Guide) - Seventh Edition and The Standard for Project Management (ENGLISH) (Seventh edition. ed.). Project Management Institute Project Management Institute, Inc. Research, J. (2020). What’s in store post-COVID for retail. https://www.jll.cl/content/dam/jll-com/documents/pdf/research/jll-retail-what-in-store-post-covid-en.pdf Rita McGrath, I. M. (1995). Discovery-Driven Planning. Harvard Business Review(July-August 1995). https://hbr.org/1995/07/discovery-driven-planning Slotta, D. (2024). Smartphone penetration rate in Taiwan 2018-2027 https://www.statista.com/statistics/1258288/taiwan-smartphone-penetration-rate/ Taiwan. Ministry of Economic Affairs, S., & Medium Enterprise, A. (2023). White paper on small and medium enterprises in Taiwan. In (pp. 306 pages : illustrations). Taipei: Small and Medium Enterprise Administration, Ministry of Economic Affairs. University, W. (2024). Entrepreneurship - Discovery Driven Planning Lecture. https://www.coursera.org/learn/wharton-entrepreneurship-opportunity/lecture/hcwYt/3-6-planning-discovery-driven-planning Van Westendorp, P. H. (1976). NSS Price Sensitivity Meter (PSM)–A new approach to study consumer perception of prices. Proceedings of the 29th ESOMAR Congress, Vaynerman, M. (2022). Elastic Workforces: The Key to Peak Performance. https://www.bluecrewjobs.com/blog/elastic-workforces-the-key-to-peak-performance | - |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/96778 | - |
| dc.description.abstract | none | zh_TW |
| dc.description.abstract | This thesis presents a business plan for a start-up called ‘NearBuy’, a platform designed to connect local retailers with nearby consumers through a community-focused hyper-local digital marketplace. With the first target in the NTU area in Taipei, ‘NearBuy’ addresses key challenges for small businesses by offering digital tools, commonly found in e-commerce platforms, for product display, inventory management, promotions, and customer engagement. For consumers, it provides a convenient way to discover local shops, their products, promotions, and other shopping features found on e-commerce platforms. The primary goal of ‘NearBuy’ is to establish itself as the go-to quick-commerce platform for retailers and consumers that will help to revitalize local retail and digitalize their businesses. By using a phased rollout-learning-adapting approach, ‘NearBuy’ will establish an initial user base in the target market's important area at NTU and, after finding product-market fit, expand to different university areas throughout Taipei and eventually scale regionally. Using the Blue Ocean Strategy, the platform sets itself apart from other big e-commerce players by focusing on a hyper-local strategy, which is a market space with limited direct competition. Revenue streams include retailer subscriptions, in-app ads, and promotion fees, supporting profitability by the second year. ‘NearBuy’s product roadmap is sketched to growth, starting with core features like inventory management and progressing to advanced tools such as video chats and eco-friendly delivery as demand grows. Key risks, such as market adoption and operational scaling, are addressed, with mitigation strategies and a range of exit options for investors. Ultimately, ‘NearBuy’s mission is to change and disrupt local retail by focusing on digitalizing the local shopping experiences while supporting local businesses and thereby creating lasting value for all: shops, consumers, and investors alike. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2025-02-21T16:30:39Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2025-02-21T16:30:39Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | Executive Summary i
Acknowledgements ii Table of Contents iii 1. Introduction 1 1.1. Overview of the Business 1 1.2. Mission Statement 2 1.3. Vision Statement 2 2. Business Description 4 2.1. Core Business Concept 4 2.1.1. Business Model Canvas 4 2.1.2. Pain and Gains Value Proposition Design 10 2.1.3. Operating as a Platform Business with Cross-Subsidization 15 2.2. Target Market 18 2.3. Strategic Vision 20 2.4. Business Objectives 21 2.5. Key Performance Indicators (KPIs) 26 3. Description of Key Services and Features 29 3.1. Features and Services for Retailers 29 3.2. Features and Services for Consumers 32 3.3. Business Model 33 4. Market Analysis 35 4.1. Research Preparation 35 4.1.1. Research Objectives 35 4.1.2. Data Collection Methods 36 4.1.3. Surveys (Quantitative) 36 4.1.4. Interview and Survey (Quantitative and Qualitative) 36 4.1.5. Competitor Analysis (Secondary Research) 37 4.1.6. Sampling Plan: Size and Strategy 37 4.2. Result Analysis 38 4.2.1. Consumer 38 4.2.2. Retailer 40 4.3. Macro Analysis 44 4.3.1. PESTLE and Demographic Analysis (General Environment Analysis) 44 4.3.2. Porter’s 5 Forces (Industry Analysis) 46 4.3.3. Competitor Analysis 48 4.4. Micro Analysis 53 4.4.1. Resources and Capabilities 53 4.4.2. Value Chain Analysis 54 4.4.3. Porter’s Generic Strategies for ‘NearBuy’ 56 4.4.4. Blue Ocean Strategy 57 4.5. SWOT-Analysis 59 4.6. TAM, SAM, SOM, and EVG 62 5. Organization and Management Strategy 66 5.1. Organizational Structure 66 5.1.1. Core Teams 66 5.1.2. Future Expansion 69 5.2. Leadership and Management Philosophy 72 5.2.1. Lean and Agile Management 72 5.2.2. Customer-First Focus 72 5.2.3. Open Communication and Collaboration 73 5.2.4. Data-Driven Decision Making 73 5.2.5. Continuous learning approach 73 6. Marketing and Sales Strategy 75 6.1. Target Market 75 6.2. Marketing Channels 77 6.2.1. Digital Marketing 77 6.2.2. Campus-Focused Marketing 79 6.2.3. In-store product placement 80 6.3. Customer Acquisition Strategy 81 6.3.1. Retailer Acquisition 81 6.3.2. Consumer Acquisition 82 6.3.3. Guerrilla Marketing 84 6.4. Pricing Strategy 85 6.4.1. Freemium Model with Premium Services 85 6.4.2. Advertising Revenue 88 6.4.3. Transaction Fees 89 7. Operations 91 7.1. Platform Operations 91 7.2. Retailer Operations 93 7.2.1. Retailer Onboarding Process 93 7.2.2. Ongoing Retailer Support 95 7.2.3. Retailer Relationship Management 96 7.3. Consumer Operations 97 7.3.1. User Acquisition 97 7.3.2. Retention Strategies 97 7.3.3. Feedback Loops 98 7.4. Logistics and Delivery Operations 99 7.5. Key Operational Metrics 100 8. Milestones and Go-To-Market Plan 103 8.1. Year 1: Foundation building (January 2025 - December 2025) 103 8.2. Year 2: Scaling the Business (January 2026 - December 2026) 106 8.3. Year 3: Regional Expansion (January 2027 - December 2027) 108 8.4. Years 4-5: Market Maturity and Long-Term Growth (2028 - 2029) 109 9. Financial Plan 111 9.1. Introduction to Discovery-Driven Planning 111 9.2. DDP Estimate 111 9.3. Reverse Income Statement 112 9.3.1. Starting with a Profitability Goal 112 9.3.2. Mapping the Operational Steps 113 9.3.3. Building the Reverse Income Statement 113 9.3.4. Benchmarking Key Assumptions 114 9.3.5. Matching Milestones to Assumptions 115 9.4. Financial Plan 116 9.4.1. Assumptions 116 9.4.2. Five Year Plan 117 9.4.3. Burn Rate and Runway analysis 121 9.5. Target Valuation after 5 years 122 9.6. Funding the Venture 124 10. Risk Analysis 126 10.1. Market Risks 126 10.2. Operational Risks 128 10.3. Financial Risks 130 10.4. Mitigation Strategies 132 10.4.1. Market Risk Mitigation 133 10.4.2. Operational Risk Mitigation 134 10.4.3. Financial Risk Mitigation 135 10.4.4. Continuous Feedback and Key Adjustments 136 11. Exit Strategy 138 11.1. Acquisition by Larger E-Commerce or Delivery Platforms 138 11.2. Strategic Buyout by Partners or Retail Alliances 139 11.3. Initial Public Offering (IPO) 139 11.4. Merger or Partnership 139 12. Conclusion and Future Outlook 141 Appendix A. Qualtrics: Customer Survey 142 Appendix B. In-Person Qualitative Survey: Retailers 164 Reference 174 | - |
| dc.language.iso | en | - |
| dc.subject | none | zh_TW |
| dc.subject | NearBuy | en |
| dc.subject | business plan | en |
| dc.subject | digital platform | en |
| dc.subject | e-commerce | en |
| dc.subject | quick-commerce | en |
| dc.subject | hyper-local | en |
| dc.title | 連結數位商務與在地零售－連結網路世代與本地商店的平台 | zh_TW |
| dc.title | Bridging Digital Commerce and Local Retail – A Platform Connecting the Online Generation with Local Shops | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 113-1 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.coadvisor | 堯里昂 | zh_TW |
| dc.contributor.coadvisor | Leon van Jaarsveldt | en |
| dc.contributor.oralexamcommittee | 孔令傑;鄭名道 | zh_TW |
| dc.contributor.oralexamcommittee | Ling-Chieh Kung;Ming-Daw Cheng | en |
| dc.subject.keyword | none, | zh_TW |
| dc.subject.keyword | business plan,digital platform,e-commerce,NearBuy,hyper-local,quick-commerce, | en |
| dc.relation.page | 175 | - |
| dc.identifier.doi | 10.6342/NTU202500018 | - |
| dc.rights.note | 同意授權(限校園內公開) | - |
| dc.date.accepted | 2025-01-06 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 企業管理碩士專班 | - |
| dc.date.embargo-lift | 2025-08-07 | - |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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|---|---|---|---|
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