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    题名: 知識訂閱平台與互補者競合之個案分析
    A Case Study on Co-opetition between Knowledge Subscription Platform and Complementors
    作者: 吳渝欣
    Wu, Yu-Hsin
    贡献者: 邱奕嘉
    Chiu, Yi-Chia
    吳渝欣
    Wu, Yu-Hsin
    关键词: 創作者
    訂閱制
    互補者
    競合
    生態系
    creator
    subscription system
    complementor
    coopetition
    ecosystem
    日期: 2022
    上传时间: 2022-09-02 15:43:43 (UTC+8)
    摘要: 透過網路的發展，現今資訊的傳遞越來越方便，甚至從中衍生出內容創作的商機。如今內容創作者遍地開花，許多平台也透過創作者提供的內容來提升平台對用戶的吸引力。在知識訂閱平台生態系中，創作者將平台視為吸引跟留住訂戶的合作對象，然而因為競爭資源、價值分配的關係，亦可能導致競爭的存在，使創作者想要轉移或多棲平台、甚至自建平台。
    過去文獻較少討論互補者和平台的競合(創作者即為研究架構的互補者），即使有提到，互補者的組織層級大多為公司，極少討論到個人互補者參與平台的互動。一般印象上，平台講求共榮共存，然而，本研究欲探討影響雙方由合作轉向競爭的要素為何？互動過程為何？在經過一連串的互動後，未來經營策略走向又有何改變呢？
    本研究使用深度訪談法，分別訪談國內知識訂閱平台與平台上的創作者，根據其回答的逐字稿分析雙方互動與策略，再進行歸納式的整理，所得到結論如下：
    1. 創作者們認為因為平台資源分配不均，導致合作效益不高，與原先期待有落差的情況下，藉由與其他創作者的狀況還有其他平台的服務比較後，開始察覺到有競爭。小創作者本身資源較少，將平台視為取得資源及價值的主要來源，感受到的合作大於競爭；大創作者本身資源較多，在平台擁有眾多訂戶，當大創作者感受到平台在價值分配下，利益被剝奪時，感受到的競爭大於合作。
    2. 平台所發起的戰術性行動如曝光資源的分配、訂戶留存與流失的平衡、流量歸屬的認定跟策略性行動的推出Podcast，皆與創作者的認知有出入，其中戰術性行動較不易察覺，策略性行動較易察覺。
    3. 平台應設計合適的獎勵與評價機制鼓勵大創作者留下，並促進小創作者與訂戶的互動；大創作者可藉由調整產品策略，開始朝其他知識訂閱平台多棲化；小創作者需著重內容的差異化並重視與訂戶的互動。由於沒有其他知識性訂閱平台可以選擇，即使有動機與能力回應競爭性行為，創作者的現況大多是續留在原平台中。
    Through the development of the Internet, the transmission of information has become more and more convenient, and business opportunities for content creation have even been derived from it. Nowadays, content creators are everywhere, and many platforms also use the content provided by creators to enhance the attractiveness of the platform to users. In the knowledge subscription platform ecosystem, creators regard the platform as a cooperative object for attracting and retaining subscribers. However, competition for resources and value distribution may also lead to the existence of competition, which makes creators want to transfer or multi-home platforms. , And even self-built platform.

    In the past, the literature seldom discussed the coopetition between complementors (creators are complementors in the research structure) and platforms. Even if it is mentioned, the organizational level of complementor is mostly companies, and there is very little discussion of the interaction of individual complementor in platforms. The general impression is that the platform emphasizes co-prosperity and coexistence. However, this study intends to explore what are the factors that affect the transition from cooperation to competition between the two parties? What is the interaction process? After a series of interactions, how will the future business strategy change?

    This study uses the in-depth interview method to interview the domestic knowledge subscription platform and creators on the platform, analyzes the interaction and strategies of the two sides based on the verbatim answer, and then conducts an inductive sorting. The conclusions are as follows:

    1. Creators believe that due to the uneven distribution of platform resources, the efficiency of cooperation is not high. When there is a gap with the original expectations, after comparing the status of other creators and the services of other platforms, they began to be aware of competition. Small creators have fewer resources and regard the platform as the main source of resources and value, and they feel more cooperation than competition; for large creators, they have more resources and have many subscribers on the platform, so big creators feel their interests are deprived, competition is felt more than cooperation.

    2. The tactical actions initiated by the platform, such as the allocation of exposure resources, the balance between subscriber retention and loss, the identification of traffic attribution, and the launch of Podcasts of strategic actions, are all different from the creator`s cognition. Among them, tactical actions are lack of awareness,
    and strategic actions are easier to be aware of.

    3. The platform should design an appropriate reward and evaluation mechanism to encourage large creators to stay and promote interaction between small creators and subscribers; large creators can start to become more diversified on the knowledge-based subscription platform by adjusting product strategies; small creators need to focus on content differentiation and emphasis on interaction with subscribers. Since there are no other knowledge-based subscription platforms to choose from, even if there is an incentive and ability to respond to competing behaviors, the creators` status quo is mostly continuation of the original platform.
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    描述: 碩士
    國立政治大學
    科技管理與智慧財產研究所
    107364113
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0107364113
    数据类型: thesis
    DOI: 10.6814/NCCU202201318
    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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