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系統識別號 U0026-2806201412534300
論文名稱(中文) 應用雲端科技的創新商業模式-以碳纖維產品透過虛實整合電子商務平台為例
論文名稱(英文) Innovative Business Model with Cloud Technology – A Case Study of Carbon Composite Business on Hybrid E-commerce Platform
校院名稱 成功大學
系所名稱(中) 高階管理碩士在職專班(EMBA)
系所名稱(英) Executive Master of Business Administration (EMBA)
學年度 102
學期 2
出版年 103
研究生(中文) 陳美玉
研究生(英文) Mei-yu Chen
學號 R07014356
學位類別 碩士
語文別 中文
論文頁數 142頁
口試委員 指導教授-鄭至甫
口試委員-張紹基
口試委員-蔡東峻
口試委員-林豪傑
中文關鍵字 價值鏈  電子商務  代工轉型  雲端科技  碳纖維產業  電子商務平台  商業藍圖  策略鑽石模型 
英文關鍵字 Value chain  e-commerce  OEM transformation  cloud technology  carbon fiber industry  E-commerce platform  Business Canvas  Strategic Diamond 
學科別分類
中文摘要 台灣碳纖維複材代工產業已漸漸無利可圖,企業開始積極轉型思考新的企業營利方式。 近年,現代雲端科技的相關巨量資料的應用對市場行銷有顯著進步,電子商務平台漸漸成熟,企業在已達到完全競爭市場中,如何透過此模式穫取競爭優勢,往下游整合延伸價值鏈,與重新設計營利模式,方為本研究探討議題。

本研究主要在探討碳纖維代工企業轉型,執行策略的規劃、訂定、執行與行動展開的運作模式。產業的轉型需要檢視外部環境因子,產業趨勢,市場狀況與企業內部資源。本研究從研究動機、研究目的、文獻探討發展成研究架構,利用個案研究方法及採質化研究方法中的紮根理論, 應用鑽石策略模型與商業模式藍圖等策略管理工具,藉由探討複材產業狀況,雲端運算科技應用在行銷現況,手持式裝置對價值鏈的影響以及電子商務平台產業的發展趨勢,來做為研究台灣複材代工廠,轉型為透過虛實整合的電子商務平台,銷售終端產品給消費者的商業模式,導入策略與執行計畫商業藍圖制定依據。
英文摘要 Taiwanese carbon fiber reinforcement plastic (CFRP) composites industry is gaining very narrow margin or even no profit from OEM business recently. The corporates in the field are striving to transform their business to a new type of innovative profit generation business model. Riding recent progress of Cloud computing technology and the web based e-commerce advancement, can OEM’s maker reshape it’s business model by integrating the value added activities to downstream to secure the profit, is the theme that researcher try to approach and to grasp the critical key factors of business advantage competitions.

This paper chose “A” CFRP OEM maker, as a case study sample. The research used a qualitative approach to study the reason of why OEM industrial environment get less competitiveness, what impact the downstream and upstream of the OEM corporates are facing, and how business operation is impacted by the Political, Economic, Social cultural, Technical, International and Natural (PESTIN) environmental alteration. After getting aware of the influence that might be extended to business, corporate starts screening its available resource from internal and external stakeholders, and its level of capability in terms of the competition. Then, business can make decision to response or not to response its rival or economic environment change. Utilizing the Dynamic Competition Theory, so called AMC (Awareness, Motivation, and Capability), business may choose to take effective actions to gain the competition advantage if they decide to response. “A” company could predict the reaction of its competitors and implement further actions to make sure the company can remain in the lead position.

We uses a diamond strategic tool to identify the critical success factors in the OEM transformation case. The diamond tool looks at the business strategies from five perspectives, including the core strategy of “the way to create value and to gain profit” and other four strategies, like “marketing strategy by differentiation or cost leadership”, “the mean of business scale expansion”, “the pace of business growth” and “the scope of business area”. Derived from the market opportunity and the outer factor alteration, some of the operational and marketing strategies for “A” company are defined in the paper.

Moreover, we draw a business model canvas with three major configurations in the paper. The first area is Proof of Concept (POC), illustrating the value proposition, target market segment, the way to build up relationship with customer, and the channel to deliver service /or products. Recent innovations in mobile device application on cloud web based e-commerce have led customers to the online retail store much easier than before. Online shopping will see fast growth in the coming years. Manufacturers get direct access from the online store platform to their customers to deliver products and services while charging a fee for providing this access. On the other hand, customers collect other customer experience sharing from social network service. The paper is looking at the strategies that make manufacturers possible to reach the end customers and gain their interests to the products and services. A business model with hybrid sales channel is suggested for the transformation case. The second part of the business canvas is Proof of Service, identifying the key activities, key partners and critical resource and gets the necessary things in place. For new business, Corporate will examine its internal and external resource in terms of cash flow, facilities, equipment, technology, sales channel, customer relationship, patent and human resource. And, adopt the appropriate strategies. The latest view of the business model in the bottom, the most important, is Proof of Business (POB). Corporate delivers the product/service to target customers by implementing business activities and input tangible or intangible resource. The optimized business model is to maximize its revenue/profit while minimizing its cost spending. The operation strategies for the profit generation perspective should cover inventory risk pooling, lead time cutting, logistics enhancement and information flow efficiency. When there is profit gained from the product/service delivery, we may claim the business model is positive.

The research also examines the regional and global Carbon Fiber Reinforcement Plastic (CFRP) industry trend and transformation strategies and shape up a new innovative business model and the execution plan. Business plan generally need to cover rolling 3 year product portfolios, revenue, cost and profit at least.

Finally, we may conclude that the OEM business transformation involves complicated aspect in terms of the attainable business opportunities, available resource and marketing matrix factors. To secure the sustainable competition in business arena, Corporate will have to continuously collect and analyze the outer environmental factors, industrial trend, market opportunity, competition, market scale/penetrations and internal resource base as reference. This paper suggests two main factors for transforming companies to keep business with sustainable competitive advantage:
1.Those firms that invoke an expanded and more encompassing view of business change and distinguished value creation should actively embrace continuous innovation.
2.Enhance branding power to gain the interests from the value-conscious consumers
論文目次 目錄
第一章 緒論
第一節 研究背景與動機 2
第二節 研究範圍與目的 6
第三節 研究流程 8
第二章 文獻探討
第一節 台灣代工產業現況與轉型 9
一、台灣代工產業現況與轉型 9
二、大陸當地之碳纖能量的興起 11
三、台商兩岸碳纖維製品代工產業的現況 12
四、台灣複材代工廠轉型 15
第二節 代工產業品牌之行銷創新 15
第三節碳纖維複材產業 17
一、碳纖維材料的特性 18
二、碳纖維的用途 19
三、2015至2020碳纖維在各不同產業領域的使用比率變化 21
四、全球碳纖維產能的成長趨勢 22
五、全球碳纖維的紗束種類與產能 22
第四節 電子商務商務的演進與應用 23
一、電子商務的定義與趨勢 23
二、行動商務 26
三、Web3.0的定義與演進 26
四、網際網路行動電子商務對實體經濟世界的影響 28
五、手機市場規模與市占率提升帶動電子商務成長 29
六、智慧型手機影響人類的行為 30
第五節代工產業於電子商務之契機 34
第六節雲端科技 35
一、雲端的定義 35
二、雲端的營運模式 35
三、主要的雲端型態 37
第七節 電子商務相關文獻 38
第八節 商業模式圖(Business Model Canvas) 40
一、目標客層 40
二、客戶關係 41
三、通路策略 44
四、價值主張 47
五、關鍵活動 48
六、關鍵資源 51
七、夥伴關係 53
第三章 研究設計與架構
第一節 研究方法 54
第二節 分析工具 55
一、策略鑽石模型 55
二、動態競爭 57
第三節 研究實施與步驟 61

第四章 資料分析之鑽石模型策略
第一節 環境現況 63
一、政治與法律Political 63
二、經濟Economic 69
三、社會文化環境Social 81
四、科技環境Technological 81
五、國際環境International 86
六、自然環境Natual 89
第二節 市場與內部資源分析 93
一、市場分析 93
二、產業分析-車輛碳纖化的趨勢 98
三、動態競爭AMC 100
四、VRIO資源分析 106
五、鑽石模型 108
第五章 創新Canvas商業模式-以碳纖維產品透過電子商務平台為例
第一節 規劃Canvas的基本商業模式 117
第二節 行銷策略 118
第三節 供應策略 125
第四節 營利模式與成本控制策略 128
第六章 結論與建議
第一節 研究結果 131
第二節 管理意涵 131
一、 團隊領導是企業轉型的關鍵因素 132
二、 創新,卓越是企業持續成長的重要因子 132
第三節 研究限制 133
第四節 後續研究建議 133
參考文獻
中文文獻 134
英文文獻 136
引用網站資料 139
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