請用此 Handle URI 來引用此文件：
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/96122完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 簡睿哲 | zh_TW |
| dc.contributor.advisor | Ruey-Jer Jean | en |
| dc.contributor.author | 郭怡吟 | zh_TW |
| dc.contributor.author | Yi-Yin Kuo | en |
| dc.date.accessioned | 2024-11-14T16:07:18Z | - |
| dc.date.available | 2024-11-15 | - |
| dc.date.copyright | 2024-11-14 | - |
| dc.date.issued | 2024 | - |
| dc.date.submitted | 2024-10-28 | - |
| dc.identifier.citation | 1. Angel, C. (2023, June 30). One-Sided vs Two-Sided Digital Platforms. Clive Angel. https://cliveangel.co.uk/clive-angel-one-sided-and-two-sided-digital-platforms-what-is-the-difference/
2. Awano, H., & Tsujimoto, M. (2022). Mechanisms for Business Ecosystem Members to Capture Value through the Strong Network Effect. Sustainability, 14(11595). https://doi.org/10.3390/su141811595 3. Barrington, R. (2023, November 28). What is a pestel analysis? Oxford College of Marketing Blog. https://blog.oxfordcollegeofmarketing.com/2016/06/30/pestel-analysis/ 4. Barrington, R. (2024, January 15). Using the Ansoff Matrix to develop marketing strategy. Oxford College of Marketing Blog. https://blog.oxfordcollegeofmarketing.com/2016/08/01/using-ansoff-matrix-develop-marketing-strategy/ 5. Baxter, P., & Jack, S. (2008). Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers. The Qualitative Report, 13, 544–559. http://www.nova.edu/ssss/QR/QR13-4/baxter.pdf 6. Belleflamme, P., & Neysen, N. (2021). A Multisided Value Proposition Canvas for Online Platforms. Journal of Business Ecosystems, 2(1). https://doi.org/10.4018/JBE.2021010101 7. Bengtsson, M. (2016). How to Plan and Perform a Qualitative Study Using Content Analysis. Nursing Plus Open, 2, 8–14. http://dx.doi.org/10.1016/j.npls.2016.01.001 8. Benzaghta, M. A., Elwalda, A., Mousa, M., Erkan, I., & Rahman, M. (2021). SWOT analysis applications: An integrative literature review. Journal of Global Business Insights, 6(1), 55–73. https://doi.org/10.5038/2640-6489.6.1.1148 9. Bogers, M., Sims, J., & West, J. (2019). What Is an Ecosystem? Incorporating 25 Years of Ecosystem Research. Academy of Management Proceeding, 2019. https://doi.org/http://dx.doi.org/10.2139/ssrn.3437014 10.Chou, B. (2019, September 19). Travel Activities Startup FunNow Valued at $25M with Series A+ Funding from Japan VC. Meet-Global. https://meet-global.bnext.com.tw/articles/view/45452? 11.Clements, M. T. (2004). Direct and Indirect Network Effects: Are They Equivalent? International Journal of Industrial Organization, 22, 633–645. https://doi.org/doi:10.1016/j.ijindorg.2004.01.003 12.Cloudflare. (2024). 什么是《通用数据保护条例》(GDPR)？. https://www.cloudflare.com/zh-cn/learning/privacy/what-is-the-gdpr 13.Creswell, J. W. (2009). Research Design: Qualitative, Quantitative and Mixed Methods Approaches (3rd ed.). SAGE Publications, Inc. https://www.ucg.ac.me/skladiste/blog_609332/objava_105202/fajlovi/Creswell.pdf 14.Cusumano, M. A., Gawer, A., & Yoffie, D. B. (2020b). 平台策略: 在數位競爭, 創新與影響力掛帥的時代勝出 = the business of platforms: Strategy in the age of Digital Competition, Innovation, and power. 商周出版 : 英屬蓋曼群島商家庭傳媒股份有限公司城邦分公司發行. 15.David, E. S. (2003). The Antitrust Economics of Multi-Sided Platform Markets. Yale Journal on Regulation. http://hdl.handle.net/20.500.13051/8032 16.Dawes, J. (2018). The Ansoff Matrix: A legendary tool, but with two logical problems. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.3130530 17.Deng, Z., Zhu, Z., Johanson, M., & Hilmersson, M. (2022). Rapid internationalization and exit of exporters: The Role of Digital Platforms. International Business Review, 31(1), 101896. https://doi.org/10.1016/j.ibusrev.2021.101896 18.Ebneyamini, S., & Moghadam, M. R. S. (2018). Toward Developing a Framework for Conducting Case Study Research. International Journal of Qualitative Methods, 17, 1–11. https://doi.org/10.1177/1609406918817954 19.Evans, D. S. (2003). Some Empirical Aspects of Multi-Sided Platform Industries. Review of Network Economics, 2(3), 191–209. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=447981 20.Evans, S., & Schmalensee, R. (2016, December 21). Why Winner-Takes-All Thinking Doesn’t Apply to the Platform Economy. Financial Review. https://www.afr.com/companies/retail/why-winnertakesall-thinking-doesnt-apply-to-the-platform-economy-20160921-grl8rf 21.Funnow. (2015). FunNow - on-demand online booking platform for restaurants, accommodations, and massages. myfunnow.com. https://www.myfunnow.com/en 22.FINDIT. (2023, June 12). Findit：臺灣新創募資第一站: 早期資金募資投資taiwan startup: Findit:臺灣新創募資第一站. https://findit.org.tw/twCompanyInfo.aspx?strId=710 23.Gawer, A. (2021). Digital Platforms’ boundaries: The interplay of firm scope, platform sides, and digital interfaces. Long Range Planning, 54(5), 102045. https://doi.org/10.1016/j.lrp.2020.102045 24.Gawer, A., Cusumano, M. A., & Yoffie, D. B. (2023). The platform organization. Designing Adaptive Organizations, 86–103. 25.Grand view research. (2021). Online travel booking service market size, share report, 2030. Online Travel Booking Service Market Size, Share Report, 2030. https://www.grandviewresearch.com/industry-analysis/online-travel-booking-service-market-report 26.He, L., Cheng, Y., & Su, X. (2020). Research on the Sustainability of the Enterprise Business Ecosystem from the Perspective of Boundary: The China Case. Sustainability, 12(16). https://doi.org/https://doi.org/10.3390/su12166435 27.Helms, M. M., & Nixon, J. (2010). Exploring SWOT analysis – where are we now? Journal of Strategy and Management, 3(3), 215–251. https://doi.org/10.1108/17554251011064837 28.Hokkanen, H., Hänninen, M., Yrjölä, M., & Saarijärvi, H. (2021). From Customer to Actor Value Propositions: An Analysis of Digital Transaction Platforms. The International Review of Retail, Distribution and Consumer Research. https://doi.org/10.1080/09593969.2021.1880463 29.Inoue, Y. (2019). Winner-Takes-All or Co-Evolution among Platform Ecosystems: A Look at the Competitive and Symbiotic Actions of Complementors. Sustainability, 11(726). https://doi.org/doi:10.3390/su11030726 30.Inside. (2018, August 14). 獲 1.6 億台幣！台灣即時預訂新創 FunNow a 輪由阿里巴巴創業者基金領投. INSIDE. https://www.inside.com.tw/article/13845-funnow-a-round 31.Jacobides, M. G., Cennamo, C., & Gawer, A. (2018). Towards a Theory of Ecosystems. Strategic Management Journal, 39, 2255–2276. https://doi.org/DOI: 10.1002/smj.2904 32.Jawad, A. (2024, May 30). 20 most loved countries in Asia. Insider Monkey. https://www.insidermonkey.com/blog/20-most-loved-countries-in-asia-1308020/5/ 33.Japaneselawtranslation. (2020, June 3). Act on Improving Transparency and Fairness of Digital Platforms (Tentative translation). 特定デジタルプラットフォームの透明性及び公正性の向上に関する法律 - 英語 - 日本法令外国語訳DBシステム. https://www.japaneselawtranslation.go.jp/ja/laws/view/4532/en 34.LIAO, T.-S., & LE, U.-M. (2017). A Dynamic Global Integration and Local Responsiveness Framework: Understanding Strategic Movements of Multinational Enterprises. International Review of Management and Business Research, 6(4). https://doi.org/https://www.irmbrjournal.com/papers/1513074054.pdf 35.Lee, D. K. (2020, July 23). FunNow thrives in Taiwan’s domestic tourism recovery. The News Lens International Edition. https://international.thenewslens.com/feature/taiwan-startup-stories/138219 36.Liu, Y., Wu, A., & Song, D. (2022). Exploring the impact of cross-side network interaction on digital platforms on internationalization of manufacturing firms. Journal of International Management, 28(4), 100954. https://doi.org/10.1016/j.intman.2022.100954 37.MacroMicro 財經M平方. (2024, January 25). 馬來西亞-實質國內生產毛額[GDP]. https://www.macromicro.me/collections/1681/malaysia/809/asean-real-gdp 38.Marquis, C., & Raynard, M. (2015). Institutional strategies in emerging markets. The Academy of Management Annals, 9(1), 291–335. https://doi.org/10.1080/19416520.2015.1014661 39.Miric, M., Pagani, M., & El Sawy, O. A. (2020). When and Who Do Platform Companies Acquire? Understanding the Role of Acquisitions in the Growth of Platform Companies. MIS Quarterly. https://doi.org/http://dx.doi.org/10.2139/ssrn.3784359 40.Morgan, J. P., EcomEye, & Krungsri Research. (2020). 泰國電子商務趨勢報告 . 新南向政策專網. https://newsouthboundpolicy.trade.gov.tw/ 41.Nicolopoulou-Stamati, P., Matiatos, I., Kotampasi, C., Stamatis, P., Sasco, A. J., Protopapa, E., & Hens, L. (2015). Training in environmental health necessitates Tacit Knowledge. Environment, Development and Sustainability, 17(2), 299–314. https://doi.org/10.1007/s10668-015-9625-2 42.OOSGA. (2022, December 7). 泰國 - 2024年政治現況｜政策變化、經商環境、選舉追蹤. https://zh.oosga.com/politeia/tha/ 43.Osterwalder, A. (2005, November 5). Business Model Design and innovation. Business Model Design and Innovation: What is a business model? https://web.archive.org/web/20061213141941/http://business-model-design.blogspot.com/2005/11/what-is-business-model.html 44.Osterwalder, A., & Pigneur, Y. (2024). Business model canvas – download the official template. https://www.strategyzer.com/library/the-business-model-canvas 45.Panico, C., & Cennamo, C. (2019). Strategic Interactions and the Nature of Indirect Network Effects in Platform Ecosystems. Bocconi University Management & Technology Research Paper Series. https://ssrn.com/abstract=3473988 46.Parker, G., Alstyne, M. V., & Jiang, X. (2017). Platform Ecosystems: How Developers Invert the Firm. MIS Quarterly, 41(01), 255–266. https://www.jstor.org/stable/26629646 47.Payne, A., Frow, P., & Eggert, A. (2017). The Customer Value Proposition: Evolution, Development, and Application in Marketing. Journal of the Academy of Marketing Science, 45, 467–489. https://doi.org/10.1007/s11747-017-0523-z 48.Payne, A., Frow, P., Steinhoff, L., & Eggert, A. (2020). Toward a Comprehensive Framework of Value Proposition Development: From Strategy to Implementation. Industrial Marketing Management, 87, 244–255. https://doi.org/10.1016/j.indmarman.2020.02.015 49.Priya, A. (2021). Case Study Methodology of Qualitative Research: Key Attributes and Navigating the Conundrums in Its Application. Sociological Bulletin, 70(1), 94–110. https://doi.org/10.1177/0038022920970318 50.Quero, M. J., & Ventura, R. (2019). Value Proposition as a Framework for Value Cocreation in Crowdfunding Ecosystems. Marketing Theory, 19(1), 47–63. https://doi.org/10.1177/1470593118772213 51.Rietveld, J., Schilling, M. A., & Bellavitis, C. (2019). Platform Strategy: Managing Ecosystem Value Through Selective Promotion of Complements. Organization Science, 30(6), 1232–1251. https://pubsonline.informs.org/doi/epdf/10.1287/orsc.2019.1290 52.Salmons, J. (2021, February 8). Case Study Methods and Examples. Sage Research Methods Community. https://researchmethodscommunity.sagepub.com/blog/case-study-methodology 53.Seela, A. (2024, August 21). Thailand updates e-commerce regulations: What you need to know. FRANK Legal & Tax. https://franklegaltax.com/thailand-updates-e-commerce-regulations/ 54.Singh, N., Munjal, S., Kundu, S., & Rangarajan, K. (2022). Platform Based Internationalization of Smaller Firms: The Role of Government Policy. Management International Review, 63(91), 115. https://doi.org/10.1007/s11575-022-00492-z 55.SparkLabs. (2024, January 16). FunNow 如何從 0 到 1 攻佔跨境市場，突破疫情組建海外團隊快速成長當地業務？（上）. https://www.sparklabstaiwan.com/post/podcast-funnow-1 56.SparkLabs. (2024b, January 16). FunNow 如何從 0 到 1 攻佔跨境市場，突破疫情組建海外團隊快速成長當地業務？（下）. https://www.sparklabstaiwan.com/post/podcast-funnow-2 57.Stallkamp, M., & Schotter, A. P. (2019). Platforms without borders? The international strategies of digital platform firms. Global Strategy Journal, 11(1), 58–80. https://doi.org/10.1002/gsj.1336 58.Stavnsager Rasmussen, E., & Hannesbo Petersen, N. (2017). Platforms for innovation and internationalization. Technology Innovation Management Review, 7(5), 23–31. https://doi.org/10.22215/timreview1074 59.Teplov, R., Väätänen, J., Salihu, D., & Settles, A. (2023). Institutional Aspects of the Internationalization of Digital Platform Firms. Academy of Management, 2023(1). https://doi.org/10.5465/AMPROC.2023.15146abstract 60.天下雜誌. (2021, April 13). 【新創者未來人】台灣沒舞台? 自己創! Funnow年營收達六億 成亞洲最大即時訂位平台｜主題特展｜天下雜誌video. 天下雜誌video. https://www.cw.com.tw/video/featureVideo.action?id=1446 61.台灣新創 FunNow 傳捷報，合併馬來西亞最大餐廳預訂平台 TABLEAPP. (2020, October 28). TNL MEDIAGENE. https://www.inside.com.tw/article/21352-taiwan-based-funnow-acquires-malaysian-startup-tableapp 62.管理辭典分析表怎麼做？4個面向與定義，為企業和個人指出成功模式！: 經理人. (2024, April 11). https://www.managertoday.com.tw/glossary/view/15 63.陳基祥, & 郭宇軒. (2023). 價值網絡與商業生態系統影響分析： 併購整合觀點. 北商學報, 42, 101–128. https://www.airitilibrary.com/Article/Detail/19912587-N202308150001-00004 64.陳威如, & 余卓軒. (2013). 平台革命. 商周出版. 65.自由時報電子報. (2020, October 28). 台灣新創FunNow宣佈 併購大馬餐廳預訂平台TABLEAPP - 自由財經. 自由時報電子報. https://ec.ltn.com.tw/article/breakingnews/3335167 66.工商財經數位股份有限公司. (2022, April 26). FunNow併購「Niceday玩體驗」 雙強聯手拚營收翻倍 - 工商時報. 工商時報. https://ctee.com.tw/livenews/kj/ctee/A06659002022042618533492 67.經濟日報. (2023, September 12). 開發創新基金總經理郭大經 看好FunNow擴充東南亞市場: 金融脈動: 金融. 經濟日報. https://money.udn.com/money/story/5613/7435286 68.經濟日報. (2023a, September 12). 獨家／新創平台 FunNow 宣布 換股合併東南亞最大餐廳預訂平台 Eatigo: 產業熱點: 產業. 經濟日報. https://money.udn.com/money/story/5612/7433116 69.王道銀行 funnow聯名卡 回饋10% 最強娛樂神卡. (2024). 王道銀行 FunNow聯名卡 回饋10% 最強娛樂神卡. https://www.o-bank.com/web/Event/funnow/index.html 70.Wikipedia contributors. (2024, August 28). Malaysia. Wikipedia. https://en.wikipedia.org/wiki/Malaysia 71.Wikipedia. (2024a, July 27). Politics of Japan. https://en.wikipedia.org/wiki/Politics_of_Japan 72.Wikipedia. (2024b, August 18). 日本文化. https://zh.wikipedia.org/wiki/%E6%97%A5%E6%9C%AC%E6%96%87%E5%8C%96 73.Wikipedia contributors. (2024d, August 29). Thailand. https://en.wikipedia.org/wiki/Thailand 74.今周刊. (2023, October 4). 想泡湯按摩做美甲，沒預約怎辦？Funnow攻「超晚鳥」預約...闖亞洲7國，阿里巴巴、緯創都搶投資- 今周刊. 專業財經雜誌新聞網. https://www.businesstoday.com.tw/article/category/183016/post/202310040048/ 75.LINE TODAY. (2024, April 25). 馬來西亞邁向科技強國關鍵2步：拉大咖攻IC設計、新創黃金通行證上路: 創業小聚. LINE TODAY. https://today.line.me/tw/v2/article/zNBRG7k 76.香港政經概況. (2017, November 28). 貿易俱樂部. https://www.eximclub.com.tw/innerContent.aspx?Type=Publish&ID=2981&Continen=1&Country=%E9%A6%99%E6%B8%AF 77.香港創新及科技業概況. (2024, March 11). HKTDC research. https://research.hktdc.com/tc/article/MzEzOTIwMDIy 78.自由時報電子報. (2020, October 28). 台灣新創FunNow宣佈 併購大馬餐聽預訂平台TABLEAPP - 自由財經. 自由時報電子報. https://ec.ltn.com.tw/article/breakingnews/3335167 79.日本上半年1778萬遊客創歷史新高 台灣排第3: 國際. (2024, July 19). 中央社 CNA. https://www.cna.com.tw/news/aopl/202407190167.aspx 80.Wikipedia. (2024, August 11). 香港文化. Wikipedia. https://zh.wikipedia.org/zh-tw/%E9%A6%99%E6%B8%AF%E6%96%87%E5%8C%96 81.TRADING ECONOMICS. (2024). Hong Kong GDP. https://tradingeconomics.com/hong-kong/gdp 82.World Bank Open Data. (2024). Hong Kong SAR, China. https://data.worldbank.org/country/hong-kong-sar-china 83.Wikipedia. (2024, August 11). 香港文化. Wikipedia. https://zh.wikipedia.org/zh-tw/%E9%A6%99%E6%B8%AF%E6%96%87%E5%8C%96 84.MacroMicro 財經M平方. (2024, January 25). 馬來西亞-實質國內生產毛額[GDP]. https://www.macromicro.me/collections/1681/malaysia/809/asean-real-gdp 85.OOSGA. (2022, December 7). 泰國 - 2024年政治現況｜政策變化、經商環境、選舉追蹤. https://zh.oosga.com/politeia/tha/ 86.Seela, A. (2024, August 21). Thailand updates e-commerce regulations: What you need to know. FRANK Legal & Tax. https://franklegaltax.com/thailand-updates-e-commerce-regulations/ 87.泰國政經概況. (2024, August 15). 貿易俱樂部. https://www.eximclub.com.tw/innerContent.aspx?Type=Publish&ID=2998&Continen=1&Country=%E6%B3%B0%E5%9C%8B 88.Cloudflare. (2024). 什么是《通用数据保护条例》(GDPR)？. https://www.cloudflare.com/zh-cn/learning/privacy/what-is-the-gdpr 89.日本拟修订《个人信息保护法》. (2024, July 12). 安全内参. 90.LIAO, T.-S., & LE, U.-M. (2017). A Dynamic Global Integration and Local Responsiveness Framework: Understanding Strategic Movements of Multinational Enterprises. International Review of Management and Business Research, 6(4). https://doi.org/https://www.irmbrjournal.com/papers/1513074054.pdf 91.Marquis, C., & Raynard, M. (2015). Institutional strategies in emerging markets. The Academy of Management Annals, 9(1), 291–335. https://doi.org/10.1080/19416520.2015.1014661 92.SparkLabs. (2024, January 16). FunNow 如何從 0 到 1 攻佔跨境市場，突破疫情組建海外團隊快速成長當地業務？（上）. https://www.sparklabstaiwan.com/post/podcast-funnow-1 93.SparkLabs. (2024b, January 16). FunNow 如何從 0 到 1 攻佔跨境市場，突破疫情組建海外團隊快速成長當地業務？（下）. https://www.sparklabstaiwan.com/post/podcast-funnow-2 94.LINE TODAY. (2024, April 25). 馬來西亞邁向科技強國關鍵2步：拉大咖攻IC設計、新創黃金通行證上路: 創業小聚. LINE TODAY. https://today.line.me/tw/v2/article/zNBRG7k 95.王道銀行 funnow聯名卡 回饋10% 最強娛樂神卡. (2024). 王道銀行 FunNow聯名卡 回饋10% 最強娛樂神卡. https://www.o-bank.com/web/Event/funnow/index.html 96.經濟日報. (2023, September 12). 開發創新基金總經理郭大經 看好FunNow擴充東南亞市場: 金融脈動: 金融. 經濟日報. https://money.udn.com/money/story/5613/7435286 97.經濟日報. (2023a, September 12). 獨家／新創平台 FunNow 宣布 換股合併東南亞最大餐廳預訂平台 Eatigo: 產業熱點: 產業. 經濟日報. https://money.udn.com/money/story/5612/7433116 98.工商財經數位股份有限公司. (2022, April 26). FunNow併購「Niceday玩體驗」 雙強聯手拚營收翻倍 - 工商時報. 工商時報. https://ctee.com.tw/livenews/kj/ctee/A06659002022042618533492 99.自由時報電子報. (2020, October 28). 台灣新創FunNow宣佈 併購大馬餐廳預訂平台TABLEAPP - 自由財經. 自由時報電子報. https://ec.ltn.com.tw/article/breakingnews/3335167 100.陳基祥, & 郭宇軒. (2023). 價值網絡與商業生態系統影響分析： 併購整合觀點. 北商學報, 42, 101–128. https://www.airitilibrary.com/Article/Detail/19912587-N202308150001-00004 101.工商財經數位股份有限公司. (2022, April 26). FunNow併購「Niceday玩體驗」 雙強聯手拚營收翻倍 - 工商時報. 工商時報. https://ctee.com.tw/livenews/kj/ctee/A06659002022042618533492 102.Wikipedia contributors. (2024, August 29). Thailand. Wikipedia. https://en.wikipedia.org/wiki/Thailand | - |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/96122 | - |
| dc.description.abstract | 本研究旨在探討平台型廠商國際化的機會與挑戰，研究背景著眼於全球數位化與平台經濟的崛起，傳統供應鏈模式日漸被平台模式取代，國際化也是臺灣公司在規模化的過程中關鍵的一步，因此選定臺灣發跡的公司- FunNow 的海外擴展為案例進行分析，藉由成功案例的表現，釐清平台型廠商國際化的關鍵因子。
FunNow 是一個即時預訂平台，以臺灣市場奠定好商業模式的基礎並吸引投資者，善用創新的商業模式、財務支持與投資者帶來的人脈資源成功擴展至其他亞洲市場，具體展示了平台國際化過程。本文首先分析了平台的基本理論與生態系統動態，並使用 SWOT、PESTEL、Ansoff 矩陣等方法對 FunNow 的市場動態進行探討。 研究發現，FunNow 的成功在於其多邊平台策略及強勁的生態系，利用即時預訂與差異化定價策略吸引消費者與商家，同時也給予商家行銷支持，讓商家更好，吸引更多投資者。此外，FunNow 採取了本地化團隊管理策略，而非採用標準化的產品推往各國市場，他們在當地成立團隊，利用本地人的觀點調整合適的策略，同時採用併購與換股的方式吸收當地既有的平台，因此保有彈性結合跨國文化適應能力及快速擴大服務範圍，實現了多國市場擴張。通過詳細的案例分析，本文提出平台國際化中面臨的挑戰，如市場競爭、心理距離、法律合規風險等。 本文的結果為其他平台型企業提供了寶貴的實踐見解，尤其是關於如何在擴展至國際市場的過程中有效管理平台與降低風險，並確保永續發展。 | zh_TW |
| dc.description.abstract | This study explores internationalization opportunities and challenges for platform-based firms, focusing on the Taiwanese company FunNow as a case study. Amid global digitalization and the shift to platform economies, traditional supply chains are increasingly being replaced by platform models.
FunNow, an instant booking platform founded in Taiwan, exemplifies successful platform firm internationalization. It expanded into Asian markets by leveraging its business model, investor networks, and financial support. Various methodologies will be used to examine FunNow's approach to market dynamics and ecosystem management. FunNow's success is rooted in its multi-sided platform strategy and robust ecosystem, which uses instant booking and differentiated pricing to appeal to both consumers and merchants. Its localized team strategy, rather than a one-size-fits-all approach, allows it to adjust operations to local contexts effectively. FunNow also expands through mergers and stock exchanges, acquiring local platforms to combine cross-cultural adaptability with swift service expansion. Key challenges identified in the case include market competition, psychic distance, and legal compliance risks. These findings provide actionable insights for other platform-based companies on managing risks and sustaining growth in internationalization efforts. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2024-11-14T16:07:18Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2024-11-14T16:07:18Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | 口試委員會審定書 i
KNOWLEDGEMENT ii 中文摘要 iii ABSTRACT iv Chapter 1. Introduction 1 1.1 Research Background 1 1.2 Research Motivation and Value of Study 3 1.3 Research Objectives and Expected Result 4 Chapter 2. Literature review 5 2.1 Platform Definition 5 2.2 Platform Ecosystem and Acquisition 8 2.3 Network Effects 11 2.4 Value Proposition 13 2.5 Platform internationalization and enterprises challenges 15 Chapter 3. Methodology 21 3.1 Research Framework 21 3.2 Case study research and application 22 3.3 Qualitative research and data resource 23 3.4 SWOT Analysis 24 3.5 PESTEL analysis 25 3.6 Ansoff Matrix 26 3.7 Business Model Canvas 28 Chapter 4. FunNow's Market Dynamics 31 4.1 Online Travel Booking Market Overview 31 4.2 Introduction of ZOEK and FunNow 33 4.3 The interface and services of FunNow 34 4.4 Participants of FunNow 35 4.5 Case Interview Analysis 36 Chapter 5. Research Analysis and Results 48 5.1 Application of Platform Theory and Ecosystem Dynamics to FunNow 48 5.2 SWOT Analysis 52 5.3 PESTEL of FunNow 57 5.4 Ansoff Analysis 66 5.5 Business Model CANVAS 71 Chapter 6. Conclusion and Limitations 75 6.1 Summary of Findings 75 6.2 Practical Implications 77 6.3 Research Limitations 79 6.4 Suggestions for Future Research 80 References 81 | - |
| dc.language.iso | en | - |
| dc.title | 平台型廠商國際化的機會和挑戰-以FunNow海外市場為例 | zh_TW |
| dc.title | Navigating Opportunities and Challenges in Platform Firms' Internationalization: A Case Study of FunNow's Global Expansion | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 113-1 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.oralexamcommittee | 許耀文;張佳欽 | zh_TW |
| dc.contributor.oralexamcommittee | Yao-Wen Hsu;Jia-King Chang | en |
| dc.subject.keyword | 平台,國際化,多邊平台策略,生態系,本地化團隊管理, | zh_TW |
| dc.subject.keyword | Platform,Internationalization,Multi-sided platform strategy,Ecosystem,localized team, | en |
| dc.relation.page | 88 | - |
| dc.identifier.doi | 10.6342/NTU202404518 | - |
| dc.rights.note | 未授權 | - |
| dc.date.accepted | 2024-10-29 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 企業管理碩士專班 | - |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
文件中的檔案：
| 檔案 | 大小 | 格式 | |
|---|---|---|---|
| ntu-113-1.pdf 未授權公開取用 | 1.9 MB | Adobe PDF |
系統中的文件，除了特別指名其著作權條款之外，均受到著作權保護，並且保留所有的權利。