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    题名: 平台的價值共創機制之研究：以台灣大車隊為例
    An Explorative Study of the Value Co-Creation Mechanism of Platform: the Case of Taiwan Taxi Co.
    作者: 蔡家昌
    Tsai, Chia-Chang
    贡献者: 吳豐祥
    Wu, Feng-Shang
    蔡家昌
    Tsai, Chia-Chang
    关键词: 平台
    價值共創
    平台經濟模式
    Google Analytics
    服務主導邏輯
    Platform
    Value Co-Creation
    Platform Revolution
    Google Analytics
    Service Dominant Logic
    日期: 2019
    上传时间: 2019-04-01 15:11:31 (UTC+8)
    摘要: 大數據、雲端計算、共享經濟的興起對平台企業的商業模式演進產生了巨大影響，過去的平台業者的商業模式是以企業為中心，採取的主要策略是以行銷補貼的方式來獲取大量的消費者和生產者，透過收取平台雙方或某一方的費用或是平台雙方的供需媒合的手續費，來維持平台的運營和獲利來源，但各個平台之間的競爭造成消費者低忠誠度和各個平台業者的行銷成本大幅提高，結果就是平台業者所能收取的費用和媒合抽成的利潤愈來愈低，也造成平台業者原有的商業模式面臨極大的挑戰。
    在上述的情況之下，平台業者需要跳脫傳統以企業主導產品(或服務)的思維，轉為以服務主導的策略，方能跳脫以收取月租費或媒合抽成的商業模式。同時，需要和消費者在平台上一起合作，透過適當的價值主張以吸引不同的生產者，並整合各方資源再轉化成最終產品(或服務)，這樣才能做到平台的價值共創，以提升平台營運的績效。然而，有關平台價值共創機制的研究仍然非常少。因此，本研究的主要目的即是探討有關平台業者的價值共創之機制。研究問題上主要包括平台業者應如何與不同的參與者互動？如何整合所有參與者的資源？如何建置有效的支持性系統和激勵制度？如何形成正向循環？等，以使所有參與者都能夠因為價值共創而提高附加價值，並提升平台業者的營運績效。
    本研究本質上是具有探索性的，因此採用質性研究做為主要的研究方法。同時選擇了「台灣大車隊」平台公司做為主要的研究對象。研究上除了進行相關次級資料的蒐集外，也選擇個案公司的十位高階主管，進行深入的訪談。此外，研究者也直接或間接參與了個案公司有關價值共創的會議和討論，以取得第一手的資料。研究期間並進行進行三角驗證以提升信度和效度。另外，本研究也輔以GA (Google Analytics)的分析工具，就實際營運的績效進行分析，以做為輔助驗證價值共創之成效。
    本研究所得到的結論，主要包括：(1)平台業者會透過逐步深化消費者服務的價值主張，並透過開放且即時互動的系統支持價值共創；(2)平台業者會透過會員積點與綁定數位支付的有效閉環管理，以提升價值共創效益；(3)平台業者會激發消費者投入資源，以提昇價值共創；(4)平台業者會透過平台資源的誘因，激發生產者的投入，以提升價值共創效益；(5) 平台業者價值共創績效(包含用戶數增加、忠誠度提高和滿意度提升等)，會對於平台新消費者的加入產生正向影響；(6)平台業者的價值共創機制，會對於平台消費者的投入產生正向影響；(7)平台業者的價值共創機制，會對於其組織學習和資訊數據外部性反饋產生正向影響。
    The rise of Big Data, Cloud Computing and Sharing Economy have a significant impact on business model for enterprise. The business model for enterprise was business-centric which adopted marketing subsidy as main strategy to attract tones of consumers and other participants (venders) as well as charged both parties or either side, or both side for matching-service platform to maintain platform operation and obtain profits. However, competition from each platform results in low consumer loyalty and increasing marketing cost in large. As a consequence, the charge from platforms and profit from matching-service platform is getting lower as well as business model of platform confronts extreme challenges.
    Under those circumstances, platform corporations should think outside the box of product (or service)-led and turn into service-led strategy that will get rid of business model of monthly fee or commission. Meanwhile, platform corporations have to work together with consumers on the platform to attract variety of participants with value proposition as well as integrate all resources into finished products (or services) in order to create together the platform value and enhance operational performance of platform corporations. However, the research for mechanism of creation together the platform value is still very rare. Therefore, the main purpose of this study is to investigate the value co-creation mechanism of platform corporations. The topics of this research include how to interact with different participants by platform corporations, how to integrate all resources from participants, and how to set up systematic supports and incentives? How to form a positive cycle, and so on, to make all participants increase value-added due to value co-creation, as well as enhance operational performance of platform corporations.
    The essence of this research is exploratory; therefore, quality research is the main research method. Meanwhile, Taiwan Taxi Co. is picked to be the main research object. In this research, in addition to related secondary data collected, conduct in-depth interviews with ten senior executives. Besides, the researcher participated directly and indirectly in the company’s meeting and discussion of relevant value co-creation to obtain original sources. During study period, triangular verification was conducted to enhance reliability and validity. Moreover, Google Analytics and actual operational performance analysis were supplement to verify the performance of value creation.
    The conclusions in this study include: (1) platform corporation will support the value creation through deepening gradually the value proposition of consumer services and open and instant interactive system. (2) platform corporation will increase the benefits of value creation through effective closed-loop management of membership reward points and digital payment bound. (3) platform corporation will enhance value creation by motivating consumers to invest resources. (4) platform corporation will improve the value creation of platform by stimulation of input of participants through the incentives of platform resources. (5) the performance of value co-creation mechanism for platform industry will positively influence on the new consumer participation, including amount of users, loyalty and satisfaction, etc.(6) the performance of value co-creation mechanism for platform industry will have a positive effect on consumer input. (7) the performance of value co-creation mechanism for platform industry will have a positive impact on organization learning and network externality of information data.
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    描述: 博士
    國立政治大學
    科技管理與智慧財產研究所
    98359505
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0098359505
    数据类型: thesis
    DOI: 10.6814/DIS.NCCU.TIIPM.001.2019.F08
    显示于类别:[科技管理與智慧財產研究所] 學位論文

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