共享經濟的價值創造循環之研究

Abstract

拜網路技術與行動裝置的發展所賜,人們越來越容易在網路上分享資訊與知 識、取得信任或情感維繫。而有越來越多業者,在這個網路與行動裝置漸趨成熟 的世代,透過建構網路平台,讓人與人之間的各種閒置資產或閒置產能得以分享 並創造價值。知名者如乘車服務公司 Uber, Inc.、住宿服務公司 Airbnb, Inc.。本研 究將透過此類共享經濟型態公司的分析,希望能夠明確定義共享經濟與其核心價 值,並分析共享經濟價值創造循環的關鍵要素。 首先,本研究進行共享經濟的相關文獻與個案公司的探討與劃分研究範疇。 再來進入本研究的第一部分:定義共享經濟的本質,剖析共享經濟的系統元素, 並以系統模型模擬交易活動,進而從共享經濟的特性歸納出核心價值。而第二部 分為:在所建構的系統模型與核心價值基礎上,推演出綜觀共享經濟完整產業鏈 與價值創造循環模型。以個體交易循環、總體策略循環的角度分析,最後歸納其 中維護正向循環的關鍵要素。 從共享經濟的閒置資源以及連結供給與需求的平台之特質分析,本研究歸納 出核心價值有三──活化閒置資源以低價創造額外收益、低使用成本與門檻、時 間與空間的彈性便利。而這三個價值在交易循環當中不斷地累積市場動能,使策 略循環能夠得到市場洞察,進而制定策略與落實設計到平台上。然而共享經濟有 著閒置資產係為他人擁有的本質,使用者較難以對提供者建立信任。因此除了確 保在價值創造循環中的流程與公司策略與理念有一致性,並產生正向循環之外, 平台應以身分驗證、評價與回饋、賠償承諾等風險管理方式來維護共享經濟的正 向價值循環,以達到生生不息之永續經營之目的。

Thanks to the development of the Internet and the mobile devices, people tend to share information and knowledge and keep in touch with one another via the Internet. Hence in such generation, there are more and more businesses that aim to build platforms which allow people to share their idle, or residual, assets or capacity on the market and thus create values. Uber, Inc., the famous ride-sharing company, and Airbnb, Inc., the popular housing service company, both are classic example of sharing economy. Through the analysis on such kind of company cases, this research aimed to firstly, clearly define sharing economy and its core values, and secondly, analyze its VCC (Value Creation Cycle) and generate the key factors that drive the cycle to flow. First of all, this research began with reviewing articles of sharing economy and the case companies, and then clarified the scope of the research. There are two parts of this research. In part one, it defined the nature of sharing economy, analyzed the system elements, modeled the trading activities, and then concluded the characters and core values of sharing economy. In part two, based on the model and core values derived from the part one, it depicted the Value Creation Cycle of sharing economy which could offer to overlook the whole value chain. Following the cycle model, it was analyzed with the micro perspective as a trading cycle, with the macro perspective as a strategic cycle, and finalized with the key factors that maintain the positive cycle of the VCC. Given that sharing economy has the characters of the presence of idle or residual resources and a platform that links the demand and the supply, this research had concluded that sharing economy has three core values, which are activating idle resources to create excess revenue with low price, low using costs and entrance barriers, and the flexibility of time and space. These three values circulate in the trading cycle and keep saving the market momentum, enabling the strategic cycle start at users' insight then formulate the vision even practice it when it comes to the design stage. However, since the resources in sharing economy are owned by unfamiliar others, instead of usual businesses, sharing economy users are less likely to trust the providers. Thus, in addition to reviewing if each stage of VCC aligned with the vision as well as strategies and then generates the positive cycle, to attain enterprise's goal of sustainability, platforms should aim to maintain the positive cycle of VCC by means of risk management like identification authentication, ratings and feedbacks, and commitment of compensation.