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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 謝明慧 | |
dc.contributor.author | Tsen-Yi Wang | en |
dc.contributor.author | 王岑萓 | zh_TW |
dc.date.accessioned | 2021-06-17T07:38:05Z | - |
dc.date.available | 2025-12-03 | |
dc.date.copyright | 2021-02-22 | |
dc.date.issued | 2020 | |
dc.date.submitted | 2020-12-03 | |
dc.identifier.citation | 參考文獻
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A means-end chain model based on consumer categorization processes. Journal of Marketing, 46(spring), pp. 60-72. 20. Hamel, G. (2000) Leading the revolution, Harvard Business School Press, Boston 21. Hobday, M. (1994). Export-led Technology Development in the Four Dragons: The Case of Electronics.” Development and Change 25 (2): 333–361 22. Hobday, M. (1995). Innovation in east Asia. UK:University of Brighton Press. 23. Hsu, C. -W., Chen, H., Jen, L. (2008). Resource linkages and capability development. Industrial Marketing Management, 37(6), 677-685. 24. Jacoby, J., Olson, J. C., Haddock, R. A.(1971), Price, Brand, Name and Product Composition as Determinations of Perceived Quality, Journal of Applied Psychology, Vol. 55, No. 6, pp. 570-0. 25. Johnson, M. W., Christensen, C. M., Kagermann, H.(2008). Reinventing your business model. Harvard Business Review, 86(12”), 57-68 26. Johnson, M.W., Christensen, C.M. and Kagermann, H. (2008) Reinventing Your Business Model. Harvard Business Review, 50-59. 27. Kapferer, J.N. (1992), Strategic brand management: New approaches to creating and evaluating brand equity, Paris, France: Les Éditions d’Organisation 28. Kapferer, Jean-Noël. (2004). The New Strategic Brand Management. 29. Kapferer, Jean-Noel (1992). Strategic Brand Management, London: Kogan Page 30. Keeble, Giles (1991). Creativity and the Brand. In: Cowley, Don. ed. Understanding Brands by 10 people who do, London: Kogan Page, pp. 167-182. 31. Keller, K.L. (1993) Conceptualizing, Measuring, and Managing Customer-Based Brand Equity. Journal of Marketing, 57, 1-22 32. Kotler, P. Keller, K.(2006). Principles of Marketing (9th edition). New Jersey: Prentice-Hall 33. Lambin, Jean-Jacques (1993). Strategic Marketing. London, McGrawHill. 34. Linder, J. and Cantrell, S. (2000) Changing Business Models: Surveying the Landscape. Accenture Institute for Strategic Change. 35. Magretta, J. (2002) Why Business Models Matter. 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Journal of Marketing Communication, 2(1), pp. 1-19. 三、 網路參考文獻 1. https://www.statista.com/topics/1487/automotive-industry/ 2. http://www.oica.net/category/vehicles-in-use/ 3. https://www2.deloitte.com/content/dam/Deloitte/us/Documents/manufacturing/us- 2020-global-automotive-consumer-study-global-focus-countries.pdf | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/73493 | - |
dc.description.abstract | K 公司為一中小企業,在過去 30 年以代工模式作為主要商業模式茁壯發展。隨著科技發展與創新與消費型態的改變,K 公司代工客戶的營收受到衝擊的同時也使 K 公司的營收也受到巨大影響。原有的代工模式向來以降低成本(Cost Down)為優先,也因此有著逐水草而居的特性,隨著原區域人工與土地成本的上漲,轉往勞動成本與土地成本相對低廉的地區。然而在此巨變時代, 中小企業不若大型企業有雄厚資本與資源,若依循過去的成功的代工模式,再次投入新的資本,很可能面對回收期長或是難以回收的困境。因此 K 公司冀望藉此研究探討如何修正商業模式以及探討新商業模式的可行方案。本研究主要目的為: 1)瞭解商業模式相關議題與架構 2) 分析與探討 K 公司所在產業的宏觀環境與內部資源 3) 深入探討 K 公司的新商業模式架構與可行方案 本研究採用個案研究法,利用文獻調查以及相關商業模式瞭解商業模式架構。並藉由國內外研究報告與媒體,搜集個案所在產業相關資訊,用以分析宏觀與產業環境的改變可能帶給 K 公司的影響, 並藉由 SWOT 分析與五力分析 K 公司的競爭優勢。接著以 Alexander Osterwalder(2010)之商業模式概念作為新商業模式設計的主要工具。架構包含價值主張,目標顧客,配銷管道,客戶關係,管道,關鍵活動,關鍵合作夥伴以及關鍵資源等九大要素。 依據研究結果,K 公司未來的商業模式將從代工為主的商業模式轉變成自主品牌與代工並行的模式,同時針對不同市場區隔設計商業模式。但為了順利運行, 企業內外部資源也必須有相對應的改變,因此最後針對組織內部資源整合與外部資源合作兩大方向提出改善與建議。 | zh_TW |
dc.description.abstract | Company K is a small and mid-size company in auto spare part industry. In past 30 years, company K’s growth has been benefited from its OEM/ODM business model. However, the technology development and consumer behavior change have impacted company K’s OEM/ODM customers as well as company K. The original OEM/ODM business model creates value to customer in terms of cost reduction. Hence, OEM/ODM company tend to move to area with lower manufacturing cost and labor cost. However, in the era of great change, such movement may bring little returns or even no investment return. To solve the dilemma, company K wish to take this case study opportunity to find new business model and its operation plan. The purpose of the study is to 1) Understand the business model concept and its framework 2) Analyze the external environment and internal resources of company K 3) Discuss company K’s new business model and operation plan. This thesis uses case study method. Information is gathered through literature review and business model study. Company K’s industry related information is gathered through media and research papers to analyze and understand the impact on company K from the changes of its macro and industry environment. Furthermore, SWOT analysis and Porter five forces analysis is conducted to analysis Company K’s advantages. Alexander Osterwalder’s business model (2010) ontology is used as tool for new business model design. The framework includes value proposition, customer segments, customer relationships, channels, cost structure, revenue streams, key activities, key resources and partner network. The study suggests company K to change business model from ODM/OEM focus business model to OBM and OEM dual model and have different business model for different market segments. In order to make the change successful, company K must have corresponding changes in organization and resource allocation. Hence, the study also provides suggestions and improvement plan on internal organization as well as external resources corporation. | en |
dc.description.provenance | Made available in DSpace on 2021-06-17T07:38:05Z (GMT). No. of bitstreams: 1 U0001-0312202014591100.pdf: 2163252 bytes, checksum: 52f30a1b64f26264f187f94c4267ab8d (MD5) Previous issue date: 2020 | en |
dc.description.tableofcontents | 目錄 致謝 II 摘要 III ABSTRACT IV 目錄 V 圖目錄 VII 表目錄 VIII 第一章 緒論 1 1.1 研究背景與動機 1 1.2 研究目的 2 1.3 研究方法與架構 3 1.4 研究範圍與限制 5 第二章 相關理論基礎與文獻討論 6 2.1 商業模式 6 2.1.1 商業模式的定義 6 2.1.2 商業模式組成要素與架構 7 2.1.3 商業模式的九大要素 10 2.2 代工與自有品牌經營模式探討 11 2.2.1 代工經營模式 11 2.2.2 OBM 自有品牌 12 2.2.3 代工與自有品牌經營模式的討論 16 2.3 SWOT 分析與五力分析 19 2.3.1 SWOT 分析 19 2.3.2 五力分析 21 第三章 K 公司所在產業的概況與趨勢 23 3.1 汽車市場 23 3.1.1 汽車市場概況 23 3.1.2 汽車產業趨勢 28 3.2 汽車零配件產業概況與趨勢 29 3.2.1 汽車零配件業的組成 30 3.2.2 汽車零元件產業的市場區隔 33 3.2.3 汽車零配件產業的趨勢 39 第四章 個案分析 40 4.1 K 公司背景簡介 40 4.1.1 歷史背景 40 4.1.2 K 公司危機 45 4.1.3 K 公司的新機遇 47 4.2 K 公司外部環境分析 50 4.2.1 宏觀環境 50 4.2.2 產業環境 52 4.3 K 公司內部資源與 SWOT 分析 54 4.3.1 K 公司資源能力 54 4.3.2 SWOT 分析 56 4.4 K 公司未來商業模式 58 4.4.1 市場區隔的商業模式 58 4.4.2 未來商業模式的實踐 63 第五章 結論與建議 66 5.1 結論 66 5.2 K公司未來商業模式的實踐建議 66 5.3 本研究的限制與進一步研究建議 67 參考文獻 68 圖目錄 圖 1.1 研究架構 4 圖 2.1 微笑曲線 16 圖3.1 2005-2019 汽車總銷售量 24 圖 3.2 2005-2019 商用車(Commercial Vehicle)總銷售量 24 圖 3.3 2005-2019 客用轎車總銷售量 25 圖 3.4 汽車零配件產業分佈 33 圖4.1 K 公司營業額分佈 41 圖4.2 K 公司營銷分布圖 43 圖 4.3 產業銷售模式改變 46 圖4.4 K 公司五金工具類產品銷售管道 48 圖4.5 K 公司汽車零配件部門營收分佈 49 圖 4.6 K 公司 AM 零件銷售管道 50 表目錄 表 2.1 商業模式定義整理 6 表 2.2 商業模式構成要素 9 表 2.3 商業模型畫布圖 9 表 2.4 代工企業發展能力階段表 12 表 2.5 品牌有無優缺點比較表 15 表 2.6 OEM, ODM 與 OBM 業務型態差異表 17 表 2.7 廠商的策略選擇 18 表 2.8 SWOT 分析 20 表 3.1 2019 全球汽車集團銷售排行榜 25 表 3.2 2015-2020 汽車主要市場銷售量 26 表 3.3 各國汽車保有度與每千人汽車保有度 27 表 3.4 汽車零配件產業分類 30 表 3.5 汽車零配件產業銷售管道 35 表 4.1 代工商業模式畫布圖 44 表 4.2 K 公司 SWOT 分析 57 表 4.3 OEM 客戶商業模式 59 表 4.4 AM 市場客戶商業模式 62 | |
dc.language.iso | zh-TW | |
dc.title | K 公司的商業模式探討 | zh_TW |
dc.title | A Case Study on Business Model of Company K | en |
dc.type | Thesis | |
dc.date.schoolyear | 109-1 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 陳俊忠,陳超,張成洪 | |
dc.subject.keyword | 商業模式,OEM 代工,汽車零配件,製造業,自主品牌, | zh_TW |
dc.subject.keyword | Business Model,OEM,Auto Parts Industry,Manufacturing Industry,OBM, | en |
dc.relation.page | 71 | |
dc.identifier.doi | 10.6342/NTU202004387 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2020-12-03 | |
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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