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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 黃崇興 | |
dc.contributor.author | Chun-Yao Hou | en |
dc.contributor.author | 侯鈞耀 | zh_TW |
dc.date.accessioned | 2021-06-08T00:59:48Z | - |
dc.date.copyright | 2015-03-13 | |
dc.date.issued | 2015 | |
dc.date.submitted | 2015-01-14 | |
dc.identifier.citation | 一、中文部份
1. 史海斌,2010,〈淺談我國電子商務的發展前景〉,《中國商貿》,2010,(28): 112-113 2. 李劍欣,2010,〈新媒體與傳統媒體的角色比較〉,《新聞愛好者》,2010/05: 38-39 3. 李鍾隽,2010,〈新媒體與傳統媒體的互動與融合〉,《學術交流》,2010/05,194(5): 205-207 4. 林文波、張哲彰,2012,〈中國電子商務發展的困境〉,《管理學家學術版》,2012/05:70-74 5. 郭冬艷,2010,〈傳統媒體與新媒體的比較分析〉,百度文庫,http://wenku.baidu.com/link?url=P-6mg6JxM6wUX2pgXvnkKWWKJPAAAPLDcRk76_zcbPEA3x6fyptNlr4gDBOe7uF7MdEZgSuEo4a5AbSbIsFOL54VtqMUr527c2zy3acG_wO,2014/03/23 6. 章旭,2009,〈新媒體時代與傳統媒體轉型〉,《天津市經理學運學報》,2009/04,22(2): 9-10 7. 陳純瑩,2003,〈淺析我國電子商務中物流配送存在的問題及對策〉,《物流技術》,(8): 44-45 8. 湯宇時,2010,〈傳統媒體如何應對新媒體時代的轉型〉,《中國傳媒科技》,2012/08 :58-60 9. 劉芳先、李國,2013,〈電子商務未來發展趨勢〉,《計算機光盤軟件與應用》,(15) 10. 劉衛星,2010,〈傳統媒體如何應對新媒體〉,中華文本庫,http://www.chinadmd.com/file/acctrpop3ecivuwtuvrcazzp_1.html,2014/03/23 二、西文部份 1. Bloomberg. 2013. ” High-End Smartphone Boom Ending as Price Drop Hits Apple”. http://www.bloomberg.com/news/2013-07-21/high-end-smartphone-boom-ending-as-price-drop-hits-apple.html. Latest update 15 March 2014 2. Business Insider. 2013. “Samsung Is Stealing Smartphone Profit Share From Apple”. http://www.businessinsider.com/chart-of-the-day-smartphone-industry-profit-share-2013-7. Latest update 15 March 2014 3. Business Time. 2014. “Samsung’s Smartphone Gravy Train Is Losing Steam”http://business.time.com/2014/01/08/samsungs-smartphone-gravy-train-is-losing-steam/ Latest update 15 March 2014 4. Emarketer. 2013. “In 2013, Mobile, Social Lead Shift From Traditional Media to Digital”. http://www.emarketer.com/Article/2013-Mobile-Social-Lead-Shift-Traditional-Media-Digital/1009677. Latest update 21 March 2014 5. Emarketer. 2013.” Traditional Media Ad Spend Dips Lower as More Dollars Shift to Digital”. http://www.emarketer.com/Article/Traditional-Media-Ad-Spend-Dips-Lower-More-Dollars-Shift-Digital/1009727. Latest update 21 March 2014. 6. Forbes. 2012. “Report: Apple iPhone 5 Will Be Last Smartphone Hurrah As Market Nears Peak”. http://www.forbes.com/sites/roberthof/2012/07/16/report-apple-iphone-5-will-be-last-smartphone-hurrah-as-market-nears-peak/ Latest update 15 March 2014. 7. Forbes. 2013. “Has The Smartphone Boom Peaked? Ominous Signs Pile Up”. http://www.forbes.com/sites/roberthof/2013/07/07/has-the-smartphone-boom-peaked-ominous-signs-pile-up/ Latest update 15 March 2014. 8. Forbes. 2013. “The Great Smartphone Boom Is About To End”. http://www.forbes.com/sites/roberthof/2013/01/24/apples-uh-oh-moment-the-great-smartphone-boom-is-about-to-end/ Latest update 15 March 2014. 9. Forbes. 2013. “Samsung Misses As High-End Smartphones 'Hit A Wall'” “http://www.forbes.com/sites/parmyolson/2013/07/05/samsung-misses-as-high-end-smartphones-hit-a-wall/ Latest update 15 March 2014. 10. Forbes. 2013. “2013 Roundup of Smartphone and Tablet Forecasts & Market Estimates” http://www.forbes.com/sites/louiscolumbus/2013/01/17/2013-roundup-of-mobility-forecasts-and-market-estimates/ Latest update 15 March 2014. 11. iMedia Connection.2013. “When will digital take over traditional media?”. http://www.imediaconnection.com/content/34935.asp. Latest update 15 March 2014. 12. Marketing Charts. 2012. ”Marketers Shifting Budgets from Traditional to Digital Media”.http://www.marketingcharts.com/wp/uncategorized/marketers-shifting-budgets-from-traditional-to-digital-media-21246/ Latest update 21 March 2014. 13. Marketing Charts. 2013. “55% of Social Networking Consumption Occurs on A Mobile Device”http://www.marketingcharts.com/wp/online/55-of-social-networking-consumption-occurs-on-a-mobile-device-27327/?utm_campaign=newsletter. Latest update 20 March 2014. 14. Marketing Charts. 2013. “Facebook Still the Top Content Sharing Destination”http://www.marketingcharts.com/wp/online/facebook-still-the-top-content-sharing-destination-35198/ Latest update 20 March 2014. 15. Quartz. 2014. “China’s smartphone price war is eating into Samsung’s profits”. http://qz.com/164187/chinas-smartphone-price-war-is-eating-into-samsungs-profits/ Latest update 15 March 2014. 16. Shanghai Daily. 2013. “China retailers face saturation, e-commerce challenges”. http://www.shanghaidaily.com/Opinion/biz-commentary/China-retailers-face-saturation-ecommerce-challenges/shdaily.shtml. Latest update 25 March 2014. 17. Tech Crunch. 2013. “As Google Eyes ‘Android’ Branding For Smart TV, The Question Is Where Android Won’t Be”. http://techcrunch.com/2013/10/11/google-tv-android-tv/ Latest update 25 March 2014. 18. Theguardian. 2013. “Digital overtakes offline media”. http://www.theguardian.com/advertising/digital-media-trends-digital-overtakes-offline.Latest update 21 March 2014. 19. Theguardian. 2013.”WPP sets target for 45% of revenues to come from digital sources”. http://www.theguardian.com/media/2013/aug/13/wpp-revenues-digital-martin-sorrell. Latest update 21 March 2014. 20. The Motley Fool. 2012. “The New FACE of E-Commerce”. http://beta.fool.com/somnathguha/2012/10/03/new-face-e-commerce/13624/ Latest update 25 March 2014. 21. The Wall Street Journal. 2013. “P&G Shifts Marketing Dollars to Online, Mobile” http://online.wsj.com/news/articles/SB10001424127887323681904578641993173406444. Latest update 15 March 2014. 22. Venturebeat News. 2012. “Apple and Samsung account for 90% of smartphone industry profits”. http://venturebeat.com/2012/06/15/apple-and-samsung-account-for-90-of-smartphone-industry-profits-says-abi/ Latest update 15 March 2014. | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/18324 | - |
dc.description.abstract | 隨著科技發展的快速,許多產業都出現結構式的變化,智慧型行動裝置的出現改變了消費者的消費行為、社交習慣等生活模式,本應前景看好,但由於製造技術成熟速度之快、眾多競爭者加入等因素,使得智慧型行動裝置在短短時間內便面臨成長趨緩的瓶頸,毛利不斷下滑;傳統媒體產業原先憑藉著媒體的權威性,且可在短時間內觸及到眾多消費者的優勢,成為廣告主置放廣告的兵家必爭之地,但新媒體的出現,讓傳統媒體重要的廣告收入被大大侵蝕;電子商務為新興的消費模式,消費者如今不用出門就可購物,電子商務快速地成為消費者的新寵兒,然而,越來越多競爭者投入這塊市場後,電子商務廠商在價格、物流速度、商品品項上開始出現惡性競爭,同時形成營運成本負擔,獲利逐漸不如以往。
針對智慧型行動裝置、傳統媒體、電子商務此三種產業所面臨的困境,本論文希望能研擬出一個新的商業模型,透過新商業模型整合這三個產業的優勢,彌補各自的劣勢、缺點,形成互補效應,並藉由此模型去滿足市場上消費者、使用者的新需求,創造一個共贏的局面。 為達此目的,本論文首先檢視波特五力分析、核心競爭力鑽石模型、動態競爭、等文獻的內涵,其次,基於研究主題的本質,採用歸納式的研究方法,彙整相關的分析報告以及資料,接著,分析、歸納出三個產業所面臨到的壓力與問題,整理出各自的優勢與劣勢,思索彼此之間商業上的互補機制。 根據以上的分析結果,提出一個有效且具有執行力的新商業模式,在新商業模型中,除了運用新雲端技術,智慧型行動裝置、傳統媒體、電子商務產業也各自被賦予了新角色,其必須改變原有經營管理思維、積極合作,也須與不同的產品開發商密切配合。另外,本論文也針對此商業模式進行更深入的相關策略分析,並試著將分析結果套用到現行的環境中,以智慧行動裝置、媒體集團、電子商務廠商為例,探討可行性、商業價值、執行上的困難等。 | zh_TW |
dc.description.abstract | With the rapid development of science and technology, many industries appear structural changes. Intelligent portable device has greatly influenced consumer’s lifestyle, such consumption behavior, social behavior, etc. It has promising future. However, due to mature manufacturing skills and numerous new competitors, intelligent portable device industry faces growth bottlenecks and decreasing gross margin in short time. Client marketers originally preferred to put advertisements on traditional media to take advantage of its authority and wide penetration. But they have shifted their marketing budgets to new digital media recently. New digital media gradually deprives traditional media of advertisement revenue. E-commerce is an emerging mode of consumption. Consumers can buy anything they want on the websites without going outside. Nevertheless, on account of many competitors, E-commerce retailers encounter vicious competition on price, delivery speed and items. To make matters worse, they have to burden heavy operation costs. Therefore, we construct a new business model, which not only integrates the advantages of the three industries to achieve complement effect but also fulfills consumer’s demand.
To tackle such a complex issue, the present study undertakes an inductive approach to analyze related reports and generalize some conclusions . We apply various analysis tools to help formulate suggestions . Specifically, competitive dynamics framework and diamond model are adopted in this study. Based on these analysis results, we propose an effective and executable new business model. It not only makes use of new cloud technology but also defines new figures of the three industries. The three industries have to change their former management mindsets and cooperate with each other more positively than before. This study also presents more in-depth analysis of this new business model and applies it to a real case. Hope to construct a clear picture of feasibility, commercial value and implementation difficulties of this new model. | en |
dc.description.provenance | Made available in DSpace on 2021-06-08T00:59:48Z (GMT). No. of bitstreams: 1 ntu-104-P99750006-1.pdf: 2685015 bytes, checksum: 6b214318fdb510ff174ebc1539bd89d5 (MD5) Previous issue date: 2015 | en |
dc.description.tableofcontents | 目錄
口試委員審定書 ii 誌謝 iii 中文摘要 iv 英文摘要 v 目錄 vi 圖目錄 viii 表目錄 ix 第一章 緒論 1 第一節、研究背景與動機……………………………………………………………………..1 第二節、研究目的……………………………………………………………………………..5 第三節、研究方法與流程……………………………………………………………………..6 第二章 文獻探討 7 第一節、五力分析模型………………………………………………………………………..7 第二節、核心競爭鑽石模型…………………………………………………………………..9 第三節、動態競爭理論……………………………………………………………………….11 第三章 新商業模型潛在市場分析 15 第一節、新商業潛在市場所運用的優勢…………………………………………………….15 第二節、三種產業存在的缺點與劣勢……………………………………………………….22 第四章 新型態的商業模式 39 第一節、產業的優勢與互補…………………………………………………………………39 第二節、新的銷售與行銷模式………………………………………………………………42 第三節、轉型後的營運與管理………………………………………………………………46 第四節、新舊模式的比較……………………………………………………………………47 第五章 結論與建議 49 第一節、研究結論……………………………………………………………………………49 第二節、研究建議……………………………………………………………………………49 參考文獻 51 圖目錄 圖1-1 宏達國際電子每月營收報告……………………………………………….3 圖1-2 前五大智慧型手機作業系統之市占率…………………………………….4 圖1-3 各大品牌智慧型手機出貨量……………………………………………….4 圖1-4 2013中國電子商務網站排名……………………………………………….5 圖2-1 五力分析模型……………………………………………………………….7 圖2-2 企業競爭力鑽石模型………………………………………………………11 圖2-3 動態競爭的基本架構……………………………………………………...12 圖2-4 競爭活動的生命周期……………………………………………………...13 圖3-1 全球主要區域智慧型手機普及率………………………………………...15 圖3-2 全球智慧型手機滲透率…………………………………………………...16 圖3-3 消費者上網從事活動之時間占比………………………………………...18 圖3-4 各類社群網站偏好之分享內容…………………………………………...19 圖3-5 廣告主預算轉移…………………………………………………………...28 圖3-6 美國專業行銷人員行銷工具之改變…………………………………...…29 圖3-7 美國專業行銷人員行銷預算之轉移……………………………………...30 圖3-8 電子商務廣告主於數位媒體及傳統媒體之花費改變…………………...30 圖3-9 廣告主於數位媒體及傳統媒體之花費改變……………………………...31 圖4-1 三種產業的互補關係………………………………………...……………42 圖4-2 新商業模式的運作…………………………………………...……………44 表目錄 表3-1 全球行動裝置出貨量…………………………….……………….……….24 表4-1 三種產業的優劣勢分析……………….......................................................41 表4-2 新舊模式的比較………………...................................................................47 | |
dc.language.iso | zh-TW | |
dc.title | 新網通科技下,電子商務與數位內容產業整合與發展模式之探討 | zh_TW |
dc.title | An Exploration of the Integration and Development Model of E-commerce and Digital Content Industry on the Basis of New Mobile Technologies | en |
dc.type | Thesis | |
dc.date.schoolyear | 103-1 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 陳忠仁,鄭明,孔愛國,陳俊忠 | |
dc.subject.keyword | 五力分析,核心競爭力鑽石模型,動態競爭,商業模式, | zh_TW |
dc.subject.keyword | Porter five forces analysis,Competitive Dynamics,Diamond model,Business model, | en |
dc.relation.page | 54 | |
dc.rights.note | 未授權 | |
dc.date.accepted | 2015-01-15 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 臺大-復旦EMBA境外專班 | zh_TW |
顯示於系所單位: | 臺大-復旦EMBA境外專班 |
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