政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/77859

政大典藏 > College of Commerce > Graduate Institute of Technology and Innovation Management > Theses > Item 140.119/77859

Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/77859

Title:	行動App之創新研究 Study for the innovation of mobile Apps
Authors:	翁菀瑜 Weng, Wan Yu
Contributors:	李仁芳翁菀瑜 Weng, Wan Yu
Keywords:	智慧型手機行動App 創新服務創新免費商業模式使用者體驗 smartphone mobile Apps innovation service innovation free business model user experience
Date:	2013
Issue Date:	2015-08-24 09:53:31 (UTC+8)
Abstract:	在2012年行動App有持續性的成長，主要成長動能來自於智慧型手機及平板市場的成長。根據國際數據公司IDC的報告與預測， 2012年智慧型手機出貨量將成長至約7億台，年成長率42%，平板出貨量將成長至10,740萬台，年成長率54%。在智慧行動裝置（智慧型手機、平板等）快速成長的帶動之下，行動App的市場規模亦越來越大，根據IDC預估，全球行動App的下載數量將由2011年的300億次成長至2012年的733億次，成長率達143%。行動App營收來源不僅僅只有單次付費下載及App內付費兩種，還包括了訂閱、App內廣告或下載等其他方式。但是，其實App的獲利方式有很多種，只要讓消費者持續使用App，除了在App內提供服務讓消費者付費來獲利之外，還能透過App連結的廣大生態圈來尋找第三方付費甚至其他模式來獲得營收。在App產業內，「免費下載」成為吸引消費者的常用方式，2012年免費App的下載數目已是付費App的10倍以上。因此本論文欲探討在免費App的產業競爭裡，App廠商如何透過「創新」來獲取價值，透過個案研究，欲研究的問題如下： 1. 廠商透過什麼樣創新的途徑在App市場裡競爭？ 2. 創新為消費者帶來了什麼樣的使用者體驗？ 3. 廠商若是能創造良好的使用者體驗，是否能由此持續獲取價值？透過國外成功個案的分析結果，發現廠商透過以下創新途徑在App市場內競爭：1. App技術創新；2. App服務創新，有以下方式，1) 將技術創新轉變或延伸為各式服務；2) 連到更大的夥伴網絡或生態系統，甚至創造自己的生態系，來重新設計服務價值鏈；3) 免費的商業模式，透過贈送最有價值的資源來培養用戶基礎，才有可能在商業模式上創新。廠商透過創新可帶給使用者的經驗如下：1. 創新的使用需求；2. 降低使用者的成本；3.連結其他服務的入口平台。而廠商創造良好的使用者體驗能持續獲取價值，並且在消費者使用過程中獲取利益的方式如下：1. 透過免費服務或產品與使用者產生連結；2. 不斷更新的服務或內容，讓使用者願意持續使用；3. 給予使用者自定功能的服務來互利雙方，若是使用者不用，此功能亦不會影響服務品質；4. 「無廣告」模式能創造良好的消費者體驗。App透過以上方式能增加使用者忠誠度，透過技術或服務創新能改變商業模式；而良好的使用者經驗的確能夠為廠商獲取價值，透過不斷的創新來幫助增加使用者經驗，透過服務鏈的延伸來改變商業模式，就有機會在使用者的使用過程中獲取價值。進一步研究台灣廠商現況，透過個案分析發現台灣廠商目前在商業模式上較無創新，但是在技術創新與服務創新的模式上已逐漸累積經驗；台灣廠商對於產品開發的方式分成兩種：一種為產品項目上的連續創新，另一種則為單一產品的漸進式創新；雖然台灣廠商進入App產業的時間不久，但是經過兩年市場經驗的累積，已逐漸了解市場消費者需求，期望能進一步改變商業模式並且朝向國際化市場。隨著智慧型手機及平板的普及化，只要消費者願意下載行動App至其智慧行動裝置上，此App就是消費者體驗其服務的入口，再加上設計製作行動App的技術及資金門檻不高，因此各家廠商皆在思考如何透過App強化其使用體驗並且進而獲利，前提建構在消費者「願意」下載並且「持續使用」App，因此透過免費下載的模式來增加消費者的下載及使用意願，「免費」使用降低了使用者的進入門檻，良好的使用者經驗更增加了消費者對此App及其服務的忠誠度；當越來越多消費者使用後形成的規模經濟，廠商就有機會經由商業模式的創新持續獲取價值並獲利。智慧型裝置改變了消費者對電子產品的使用方式，連帶創造行動App產業的興起，藉由行動App讓各家廠商拉近與消費者之間的距離，讓廠商渴望創新以吸引消費者目光，因此行動App生態圈的擴大與成熟指日可待。 In 2012, mobile Apps markets continue to grow since the growth of smartphone market and tablet market. IDC forecasts smartphone shipment volumes will reach 700 million units with annual growth rate of 42% in 2012. And tablet shipment volume will reach 107 million units with annual growth rate of 54%. The market size of mobile Apps would become larger due to the rapid growth of smart mobile device (smartphones/tablets) market. According to IDC’s prediction, worldwide download numbers of mobile Apps grows at 143% year-over-year from 30 billion times in 2011 to 73 billion times in 2012. Revenue of mobile Apps comes from paid Apps but also from in-App advertisement, in-App purchase, subscription and so on. As long as consumers are willing to continue to use the App, the App vendor may make revenue from their customers by some creative business models but not limited to what we had mentioned above. In App market, the most popular way to catch consumers’ eye is “free download.” The download numbers of free Apps are ten times greater than paid Apps in 2012. Although free downloads attract many trial users, App vendors should focus on that how to make their customers re-open the App or continue using the App. Therefore, this theory would like to study on that how App vendors gain value via innovations in the free App competition. Base on case study research, we would like to study the following topics. 1. What kinds of innovations are created by vendors in the competition of App market? 2. What kinds of user experiences are created by the innovation? 3. How do vendors continue to gain value by the great user experiences? According to the analysis result, we have found that App venders have two kinds of innovations. One is technical innovation and the other one is service innovation. There are three kinds of methods for service innovation. 1) To transform or to stretch technical innovation to other services. 2) To connect with larger partner networks or ecosystems. Even to create own ecosystem to re-design service value chain. 3) Free business model – it is possible to have an innovation on business model by gifting customers the worthiest resources to gain customer base. Furthermore, customers can gain good user experience via innovations in the following ways. 1) Vendors should try to create new needs. 2) The App can reduce customers’ cost. 3) The App can be the entrance to connect other platform. Therefore, the methods to enhance user experience are as shown below. 1) To connect with customers by free services or free products. 2) To update contents or services continuously to raise customers’ willing-to-use. 3) To give customers customized services. If customers don’t use the service, it will not influence their user experiences. 4) “Non-advertising” can create wonderful user experiences. As a result, App vendors can earn customers’ loyalty according to given above. To sum up, App vendors win competition and change business model by technical innovation and service innovation that creates great user experiences and worthful value as well. If vendors can keep innovating to enhance user experience and can stretch service value chain to change business model, it is possible to capture value in the customers’ experiencing process. Lastly, we have studied current situation of Taiwanese App vendors and had found that Taiwanese vendors have no innovation on business model but have some experience on product innovation. There are two kinds of product innovation. One is continuous innovation and the other one is incremental innovation. Although Taiwanese vendors are still new comers in App market, they are finding out customers’ needs and wants. They are expected to have more innovations so that they can be seen in a global market. In conclusion, the App is the knocking brick of great mobile experience since most people have smart mobile devices with Apps. Further, designing an App is not a tough barrier. All vendors are thinking about how to enhance user experience and get revenue as well. Free download brings more customers and great user experiences make customers’ loyalty. If more and more customers join to a point of economies of scale, vendors will have chance to innovate and to make value sustainably. Smart mobile devices change users’ behavior and create the market of mobile Apps. Mobile apps make vendors and customers closer so that vendors eager innovations to catch customers. App market is expected to become mature in the near future.
Reference:	一、中文參考資料 1.克里斯•安德森（Chris Anderson）著，羅耀宗、蔡慧菁譯（2009）。免費!揭開零定價的獲利秘密，台北市：天下遠見出版股份有限公司。 2.亨利•伽斯柏（Henry Chesbrough）著，李芳齡譯（2011）。開放式服務創新（Open Services Innovation）- 賣對手的產品更賺錢，台北市：天下雜誌股份有限公司 3.沈玉佳（2011），行動上網產業主流作業系統的競合策略分析。台灣大學，管理學院碩士在職專班國際企業管理組碩士論文，台北市。 4.沈士翔（2012），App市場的經濟分析，東華大學，經濟學系碩士班碩士論文，花蓮縣。 5.李煉祥（2011），智慧型手機軟體商店之商業模式分析，中央大學，資訊管理學系碩士論文，桃園縣。 6.何易剛（2012），行動應用軟體獲利模式之研究，政治大學，科技管理研究所論文，台北市。 7.林之晨（2012）。Jamie流行銷：向可口可樂、星巴克等20個一流品牌學APP行銷，台北市：智園出版有限公司。 8.林政榮、劉尚德（2006），服務導向的價值創新模式架構建立之探討，中國民國品質學會第42屆年會暨第12屆全國品質管理研討會。 9.相元翰（2012），小額信用卡交易行動服務創新個案分析，台北市：財團法人資訊工業策進會MIC。 10.相元翰（2012），雲端應用App商業模式分析，台北市：財團法人資訊工業策進會MIC。 11.許牧彥（2007），以消費過程為基礎的獲利策略，政治大學科技管理研究所期刊論文。 12.蔡雨軒（2011），行動娛樂個案分析，台北市：財團法人資訊工業策進會MIC。二、英文參考資料 1.Adam, S. (2012). Flipboard Plays Cupid To Sell Digital Ads. Bloomberg Businessweek, Issue 4294, p33-35. 2.Adam, T.(2012). Quick, Name That Commercial! Bloomberg Businessweek, Issue 4294, p33-35. 3.Bajorat, A. M.(2012)., The Impressive Rise of Square. amb Consult. 4.Duffy, J. (2012). Shazam Encore (for iPhone). PC Magazine, p1-1. 5.Ellison, S. (2012). Worldwide and U.S. Mobile Applications Download and Revenue 2012-2016 Forecast: The Application of Everything Goes Global. IDC. 6.Johnson, M. W., Christensen C. M. & Kagermann H.(2008). Reinventing Your Business Model. Harvard Business Review. 7.Joss, M.(2010). A Personalized Magazine Experience on the iPad: Flipboard, Take One. Seybold Report: Analyzing Publishing Technologies. 8.Kim, W. C. and Mauborgne, R. M. (1997). Value Innovation: The Strategic Logic of High Growth. Harvard Business Review. 9.Llamas, R. T. & Stofega, W.(2012). Worldwide Smartphone 2012-2016 Forecast Update: September 2012. IDC 10.Mainelli, T. (2012). Worldwide and U.S. Media Tablet 2012-2016 Forecast Update: June 2012. IDC. 11.Mcgirt, E.(2012). Square: For making magic out of the mercantile. Fast Company, p.83-85, 146-147 12.Miller, C. C.(2012). Starbucks and Square to Team Up. The New York Times 13.Wang, A.(2006). THE SHAZAM MUSIC RECOGNITION SERVICE. Communications of the ACM, p44-48 三、網站參考資料 1.iOS development news and information for the community, Retrieved September, 2012, from http://148App.biz/ 2.AppData: Independent, Accurate Application Metrics and Trands from Inside Network, Retrieved November, 2012, from http://www.appdata.com/ios_App 3.App Annie, Retrieved October, 2012, from http://www.appannie.com/ 4.Farago, P. (2012). App Engagement: TheMatrix Reload. Flurry Blog, Retrieved September, 2012, from http://blog.flurry.com/bid/90743/App-Engagement-The-Matrix-Reloaded 5.Square, Inc 官方網站, Retrieved September, 2012, from https://squareup.com/ 6.Square, Inc, Retrieved September, 2012, from Wiki, http://en.wikipedia.org/wiki/Square_(application) 7.新浪科技，杰克-多西：Square今年将拓展国际市场，2012年9月21日，http://tech.sina.com.cn/i/2012-09-21/14527643523.shtml 8.CrunchBase\|Square, Retrieved September, 2012, from http://www.crunchbase.com/company/square 9.Shazam Entertainment, Wiki, Retrieved September, 2012, from http://en.wikipedia.org/wiki/Shazam_(service) 10.Shazam Entertainment official website, Retrieved September, 2012, from http://www.shazam.com/ 11.CrunchBase\|Shazam, Retrieved September, 2012, from http://www.crunchbase.com/company/shazam 12.Martin, J.(2009). StrategyEye interview: Andrew Fisher, CEO, Shazam, Retrieved October, 2012, from http://blog.midem.com/2009/11/strategyeye-interview-andrew-fischer-ceo-shazam/#.UQOESiesiSo 13.Grove, J. V.(2012), How Shazam stayed on top by reinventing itself — twice, Retrieved October, 2012, from http://venturebeat.com/2012/08/31/shazam-evolution/ 14.Shazam Red vs Encore, Retrieved October, 2012, from http://shazamformac.com/shazam-red-vs-encore/ 15.Flipbard, Inc. official website, Retrieved September, 2012, from http://flipboard.com/ 16.Flipboard, Inc. Wiki, Retrieved September, 2012, from http://en.wikipedia.org/wiki/Flipboard 17.CrunchBase\|Flipboard, Retrieved September, 2012, from http://www.crunchbase.com/company/flipboard 18.Flipboard, New "Social" iPad Magazine will be Powered by Semantic Data, Retrieved September, 2012, from http://readwrite.com/2010/07/20/flipboard_new_social_ipad_magazine_will_be_powered_by_semantic_data 19.StorySense Computing 官方網站，上網日期2012年12月，檢自 http://wtn.storysensecomputing.com/index.php 20.VideOhya官方網站，上網日期2012年12月，檢自http://www.videohya.com/ 21.小安部落格，上網日期2012年12月, 檢自http://ananchen.pixnet.net/blog
Description:	碩士國立政治大學科技管理研究所 99359033
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0099359033
Data Type:	thesis
Appears in Collections:	[Graduate Institute of Technology and Innovation Management] Theses

Files in This Item:

File	Size	Format
903301.pdf	8473Kb	Adobe PDF2	1004	View/Open

社群 sharing

Loading...