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| Title: | 社會企業的雙邊市場模式ー以香港長者安居協會為例
A Two-Sided Market Model for Social Enterprise: A Case Study of The Senior Citizen Home Safety Association in Hong Kong |
| Authors: | 張偉德
Chang,Wei Te |
| Contributors: | 吳靜吉
Wu, Jing Jyi
張偉德
Chang,Wei Te |
| Keywords: | 社會企業
社會創新
商業模式
雙邊市場
social enterprise
social innovation
business model
two sided market |
| Date: | 2013 |
| Issue Date: | 2014-07-21 15:48:21 (UTC+8) |
| Abstract: | 社會創新與社會企業的議題，於2006年穆罕默德．尤努斯博士（Muhammad Yunus）因創辦孟加拉鄉村銀行(Grameen Bank)獲得諾貝爾和平獎後，引起廣泛的關注與討論。鄉村銀行突破傳統銀行的營運觀點，建構了獨特的理念與商業模式，期望建立一個沒有貧窮的社會。但是，世界眾多群起效尤的社會企業，並無法像孟加拉鄉村銀行一樣，在不接受政府補助或外界捐款下，自行達到損益兩平的地步。
在現今社會企業強調以損益兩平為主要發展目標下，社會企業創業家為了尋求一個合適且可發展的商業模式，開始檢視、探討與實踐不同的商業模式。
研究者在香港的社會企業參訪之旅中，觀察到了香港的長者安居協會已經突破了損益兩平的關卡，似乎自然發展而形成了雙邊市場的營運模式。因此，本研究的第一個目的為了解長者安居協會如何形成現有的營運模式，然後透過文獻探討釐清社會企業的營運模式與一般企業的營運模式有什麼不同？並且了解現今社會企業的營運模式有哪些類型？本研究的研究問題則是了解長者安居協會的營運模式為何？長者安居協會如何運用雙邊市場策略規劃其未來發展？運用雙邊市場策略能帶來什麼樣不同於以往的影響？
根據個案分析與研究，發現長者安居協會的平台機制設計順利的激發了「跨邊網路外部性效應」與「同邊網路外部性效應 」，讓其平台能自行營運成長，有效的建立規模經濟與範疇經濟的成本結構，近四年來的毛利率高達80%~ 90%。
長者安居協會從全新的觀點來看過去被視為問題的「社會問題」，將其視為尚未被「合理妥善運用的社會資源」，藉由平台機制的設計，來連結不同的社會資源成為雙(多)邊市場，共同創造新的社會與經濟價值。而這將會是未來欲發展社會創新與社會企業等議題時，可以共同思考的方向。
Social innovation and social enterprises have risen in popularity since The Nobel Peace Prize was given to Dr. Muhammad Yunus, founder of the Grameen Bank in Bangladesh, in 2006. The Grameen Bank does not follow the operational rules of a traditional bank, rather, hoping to create a society without poverty, the Grameen Bank created its own values and business model. Yet many social enterprises are unable to do the same as the Grameen Bank, as they require donations or subsidies to balance profits and losses.
Given that social enterprises seem to make breaking even their main target, social entrepreneurs must work to find stable business models with development potential.
During a field visit to a social enterprise, the author observed that the Senior Citizen Home Safety Association in Hong Kong managed to overcome the difficulty of breaking even, and had naturally developed a two-sided market model. Hence, the first purpose of this research is to understand how the Senior Citizen Home Safety Association built their own business model. Second, a literature review was conducted to distinguish social enterprise business models from traditional models. How many kinds of social enterprise business models are there? Specifically, the following research questions were examined: What is the business model of Senior Citizen Home Safety Association? How does the Senior Citizen Home Safety Association use a two-sided market strategy to plan for future development? How can a two-sided market strategy result in atypical outcomes?
According to the case study analysis, it was discovered that the Senior Citizen Home Safety Association platform triggered positive cross-side network effects and a same-side network effect. The platform was able to grow independently, leading to a cost structure of economies of scale and scope. Their gross profit margin has been between 80% and 90% over the past four years.
The Senior Citizen Home Safety Association views social problems from a whole new viewpoint. Rather than view social issues as “problems”, they are conceived of as social resources that have yet to be effectively distributed. We can connect different social resources to form a two-sided market, and then create new social and economic value. This perspective can be adopted when considering how to stimulate social innovation and develop social enterprises in the future. |
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| Description: | 碩士
國立政治大學
科技管理與智慧財產研究所
101359017
102 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0101359017 |
| Data Type: | thesis |
| Appears in Collections: | [科技管理與智慧財產研究所] 學位論文
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