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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 陳忠仁 | zh_TW |
dc.contributor.advisor | Chung-Jen Chen | en |
dc.contributor.author | 蔡奕民 | zh_TW |
dc.contributor.author | Yi-Min Tsai | en |
dc.date.accessioned | 2024-07-12T16:20:56Z | - |
dc.date.available | 2024-07-13 | - |
dc.date.copyright | 2024-07-12 | - |
dc.date.issued | 2024 | - |
dc.date.submitted | 2024-07-09 | - |
dc.identifier.citation | 中文文獻
沈彥呈(2019)。數位時代下的評圖空間探討- 以國立臺中科技大學室內設計系為例 光電協進會 (2020) 。AR/VR市場水漲船高。光連月刊No.153期。 Cuofano W. I. G. (2024).。谷歌商業模式分析. FourWeekMBA. 王佩羽 (2023)。Meta又開源AI模型,算盤打的是「AI元宇宙」數位時代。檢自:https://www.bnext.com.tw/article/75211/meta-imagebind-open-source-ai-model-research-20230510 英文文獻 Porter, M.E. (1996). What Is Strategy. Harvard Business Review Henderson, B. (1970). The Product Portfolio. BCG Publications Birger Wernerfelt. (1984). A Resource-Based View of the Firm. Strategic Management Journal, Vol. 5, No. 2. (Apr. - Jun., 1984), pp. 171-180. Grant, R. M. (1991). The resource-based theory of competitive advantage: implications for strategy formulation. California management review, 33(3), 114-135. Alstyne, William W. Van et al. “Pipelines , Platforms , and the New Rules of Strategy.”Harvard Business Review, 2016. Robert K. Merton. (1968), The Matthew Effect in Science.Science159,56-63. Eisenmann, Thomas R. and Parker, Geoffrey and Van Alstyne, Marshall W.(2010) Platform Envelopment. Forthcoming 2011, Strategic Management Journal, Harvard Business School Entrepreneurial Management Working Paper No. 07-104. Meta Annual Report. Retrieve from:https://investor.fb.com/financials/ Google Annual Report. Retrieve from:https://abc.xyz/investor/ Amazon Annual Report. Retrieve from:https://ir.aboutamazon.com/annual-reports-proxies-and-shareholder-letters/default.aspx Dixon, S.J. (2023) Global treads dau 2023, Statista. Available at:https://www.statista.com/statistics/1401355/threads-global-dau/ Mansoor Iqbal(2024). Instagram Revenue and Usage Statistics. Retrieve from:https://www.businessofapps.com/data/instagram-statistics/ Rohit Shewale(2024). Instagram Statistics- Global Trends. Retrieve from:https://www.demandsage.com/instagram-statistics/ Brian Dean(2023). Facebook User and Growth Stats. Retrieve from:https://backlinko.com/facebook-users Stacy Jo Dixon(2024). Number of full time Meta Platforms employees from 2004 to 2023. Retrieve from:https://www.statista.com/statistics/273563/number-of-facebook-employees/ Statista. (2024). U.S. Facebook users 2024, by age group. Retrieve from:https://www.statista.com/statistics/187549/facebook-distribution-of-users-age-group-usa/ Kudumula, D. (n.d.). What are the types of social media? Retrieve from:https://blog.digimind.com/en/insight-driven-marketing/what-are-the-types-of-social-media Hardwick, J. (2024). SEO vs. SEM: What’s the Difference? SEO Blog by Ahrefs.Retrieve from:https://ahrefs.com/blog/seo-vs-sem/#:~:text=The%20main%20difference%20between%20Search,your%20business%20in%20search%20engines. Holcombe, J. (2023, November 27). Search engine market share: Who’s leading the race. Kinsta®. Retrieve from:https://kinsta.com/search-engine-market-share/ Peace, R. (2022). Google Ads vs. Facebook Ads: Which is Best? AgencyAnalytics. Retrieve from:https://agencyanalytics.com/blog/google-ads-vs-facebook-ads Sue. (2021). Social media overlap. Fusion Media. Retrieve from:https://fusionmediaagency.com/blog/social-media-overlap/ Statista. (2023). U.S. Gen Z reasons for downloading Threads 2023. Retrieve from:https://www.statista.com/statistics/1407153/us-gen-z-reasons-downloading-threads/#:~:text=According%20to%20a%20survey%20conducted,or%20family%20were%20using%20it. | - |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93028 | - |
dc.description.abstract | Meta為全球社群媒體領先龍頭公司,總部位於美國加州門洛公園,於2004年由馬克.祖克柏等一群哈佛大學生成立。成立的使命為給予人們打造社群的力量,並讓世界更緊密的連結。旗下著名產品為Facebook、Instagram、WhatsApp等家庭應用程式群。臉書Facebook為全球超過30億用戶,最多人使用的社群媒體,可連結Instagram等其他應用程式,生態圈多樣化。
本研究以Meta作為個案分析研究目標。從Meta社群媒體產業切入,並從營收來源數位行銷產業分析開始了解目前線上廣告之態勢,對比產業競爭者和其核心業務能力,以探尋Meta在產業中所屬位置。再來便針對Meta本身業務群,家庭應用程式來探討,同時利用BCG矩陣定義其各事業產品組合,了解旗下產品目前相對位址和未來可能之走向。最後再以平台策略分析了解Meta作為全球社群平台領先者所擁有的優勢與護城河,以及如何持續維持現今地位。 Meta的主要優勢為擁有龐大的家庭應用程式客戶群,隨之帶來強大的平台優勢,能夠吸引更多新用戶加入其生態圈。此外,其擁有大量客戶數據,能夠為產品做更好的更新以符合使用者需求。在人工智慧上,Meta擁有大量AI晶片,搭配本身大量數據訓練模型,能夠開發出極佳的生成式語言和演算模型,以及許多VR/AR之發展,為其平台生態圈帶來更多創新體驗,鞏固其技術競爭優勢,增加用戶黏性和平台吸引力。 本研究對Meta之建議有以下三點,一為樽節開支,回防社群媒體本業,在AR/VR元宇宙業務審慎投資,資源重新定位。二為確保人工智慧( AI )技術領先地位,帶動Meta生態圈增效。三為持續營銷Instagram,提升Reels活耀度,並整合生態圈,加速成長。 | zh_TW |
dc.description.abstract | Meta is a leading global social media company headquartered in Menlo Park, California, USA. It was founded in 2004 by Mark Zuckerberg and a group of Harvard University students. Its mission is to empower people to build communities and bring the world closer together. Meta's renowned products include Facebook, Instagram, and WhatsApp. Facebook is the most widely used social media platform globally, with over 3 billion users, and it can connect to other applications like Instagram, creating a diverse ecosystem.
This study focuses on Meta as a case study. It starts with an analysis of Meta within the social media industry, examining the current state of online advertising as a major revenue source. It compares Meta's position with its industry competitors and assesses its core business capabilities. Following this, the study delves into Meta's business segments, specifically its family of apps, and uses the BCG matrix to define its product portfolio, understanding the relative position and potential future direction of its various products. Finally, the study analyzes Meta's platform strategy, exploring its advantages and moat as a leading global social media platform, and how it can sustain its current position. Meta's main strengths include its vast customer base across its family of apps, which provides a strong platform advantage to attract more new users into its ecosystem. Additionally, Meta possesses extensive customer data, enabling it to continually update its products to better meet user needs. In the realm of artificial intelligence, Meta has numerous AI chips and vast amounts of data to train models, allowing it to develop superior generative language and algorithm models, as well as advancements in VR/AR. These innovations enhance its platform ecosystem, reinforcing its technological competitive edge, increasing user engagement, and enhancing platform appeal. The study offers three main recommendations for Meta: first, to cut expenditures and refocus on its core social media business, investing cautiously in AR/VR and the metaverse, and reallocating resources accordingly. Second, to ensure it maintains a leading position in AI technology to boost the efficiency of Meta's ecosystem. Third, to continuously market Instagram, increase the activity on Reels, and integrate the ecosystem to accelerate growth. | en |
dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2024-07-12T16:20:56Z No. of bitstreams: 0 | en |
dc.description.provenance | Made available in DSpace on 2024-07-12T16:20:56Z (GMT). No. of bitstreams: 0 | en |
dc.description.tableofcontents | 口試委員會審定書…………………………………………………… i
誌謝…………………………………………………………………… ii 中文摘要……………………………………………………………… iii 英文摘要……………………………………………………………… iv 第一章 緒論…………………………………………………… 1 第一節 研究動機…………………………………………… 1 第二節 研究問題與目的…………………………………… 2 第三節 研究方法…………………………………………… 2 第四節 研究流程…………………………………………… 3 第二章 文獻探討…………………………………… 4 第一節 波特競爭策略……………………………………… 4 第二節 資源概論VIRO模型……………………………… 6 第三節 BCG矩陣…………………………………………… 7 第四節 平台策略分析……………………………………… 9 第三章 產業分析…………………………………… 13 第一節 社群媒體產業概況…………………………………… 13 第二節 技術與市場趨勢分析………………………………… 18 第三節 競爭者分析…………………………………………… 21 第四節 平台之效應分析……………………………………… 25 第四章 個案公司分析…………………………………… 29 第一節 公司介紹……………………………………………… 29 第二節 資源能力分析………………………………………… 45 第三節 公司產品組合與BCG矩陣分析………………………51 第四節 事業產品競爭策略探討……………………………… 56 第五節 公司平台策略探討…………………………………… 59 第五章 結論與建議…………………………………… 65 第一節 研究結論…………………………………………… 65 第二節 研究建議…………………………………………… 66 參考文獻…………………………………………………………… 68 | - |
dc.language.iso | zh_TW | - |
dc.title | 帶領社群、橫跨世代-社群平台公司經營發展策略分析: 以META為例 | zh_TW |
dc.title | The Corporate Strategy Analysis of Platform Business Ecosystem: A Case Study of Meta | en |
dc.type | Thesis | - |
dc.date.schoolyear | 112-2 | - |
dc.description.degree | 碩士 | - |
dc.contributor.coadvisor | 陳玠甫 | zh_TW |
dc.contributor.coadvisor | Jeff Chen | en |
dc.contributor.oralexamcommittee | 呂怜樺;陳俊忠 | zh_TW |
dc.contributor.oralexamcommittee | Lin-Hua Lu;Chun-Chung Chen | en |
dc.subject.keyword | BCG矩陣,平台策略,Meta,Facebook,Instagram,WhatsApp, | zh_TW |
dc.subject.keyword | Meta,Facebook,Instagram,WhatsApp,BCG Matrix,Platform Strategy, | en |
dc.relation.page | 69 | - |
dc.identifier.doi | 10.6342/NTU202401581 | - |
dc.rights.note | 未授權 | - |
dc.date.accepted | 2024-07-10 | - |
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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