English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113822/144841 (79%)
Visitors : 51823266      Online Users : 523
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/128141


    Title: 以消費過程為基礎的獲利策略來探討台灣大車隊的平台轉型
    Research on consumption based approach of Taiwan Taxi
    Authors: 陳仕偉
    Chen, Shih-Wei
    Contributors: 許牧彥
    Hsu, Mu-Yen
    陳仕偉
    Chen, Shih-Wei
    Keywords: 平台經濟
    以消費過程為基礎的獲利方式
    雙邊市場
    多邊市場
    網絡效應
    Platform Economic
    Consumption based appropriation
    Two-sided Market Theory
    Multi-sided Market Theory
    Network effect
    Date: 2019
    Issue Date: 2020-01-03 16:01:14 (UTC+8)
    Abstract: 台灣大車隊從2002年於台灣成立,以55688專線電話提供計程車的衛星派遣,相隔將9年後,在2011年推出首支台灣大車隊APP作為智慧型手機用戶的叫車管道。2013年Uber進入到台灣這個市場,在大台北地區的任務數也明顯下降了20%,也因為這樣的強勢競爭態勢下,更加速了台灣大車隊落實「服務業」的理念,陸陸續續藉由內外資源建立各種生活服務相關企業,舉例來說:2015年藉由外部開發生活大管家APP、導入車勢汽車網作為汽車維修保養服務及自建台灣大旅行社公司提供國內外旅遊服務等多角化服務。更在2018年4月更新的第7版本55688APP(原為台灣大車隊APP),將以上這些服務藉由平台運營機制整合在此APP上,更加落實台灣大車隊為服務業的理念,55688不再只是叫車專線,而為國人的生活密碼。
    本研究以個案研究法來探討台灣大車隊企業從雙邊到多邊市場,並以消費過程為基礎的獲利方式(Consumption based approach)來探討台灣大車隊平台經濟下之轉型歷程,最後,再推論55688APP所產生之網絡效應的平台成長因素。

    以下為本研究發現:
    1.在55688平台運營機制下,創造了雙邊參與者的核心互動逐步邁向多邊互動 
    的平台讓各方能從中獲取價值。
    2.台灣大車隊從乘客消費過程中創造其他服務的獲利區段。
    In Taiwan, Taiwan Taxi Co established in 2002, which is a GPS-dispatched Taxi based on 55688 phone number. After 9 years, Taiwan Taxi developed the first application named “Taiwan Taxi” as the ordering channel for mobile users. In 2013, Uber Co started the business for riding in Taiwan. Because Uber have competed the riding market with the Taiwan Taxi, Taiwan Taxi’s number of cases decreased 20% in Taipei city. Under the strong competence, it speeded up the Taiwan Taxi carrying out the “Taxi is the service industry.” Concept. Taiwan Taxi established the some kinds of living services from inside-out and outside-in resource. For example, Taiwan Taxi established the “Housekeeper of life” application to serve the life service, carce website to serve the car fixing and Taiwantaxitour to serve the traveling service. In 2018, Taiwan Taxi integrated all the living services into the up-to-date application named 55688 under the platform model. After that, 55688 is not a calling number anymore, it become the living-code of every consumer.

    Through case researching the Taiwan Taxi, it takes the consumption based approach to research the process of platform transformation from two-side markets to multi-side markets. The last, it infer to the growing factor under the network effect of 55688 application

    There are two main findings concluded by this research.
    1. Under the platform model of 55688 application, Taiwan Taxi created the core interaction that the users valued up by stepping into the multi-platform.
    2. Taiwan Taxi created the profiting segment from the passenagers’ consuming process.
    Reference: 中文參考文獻
    Parker, G. G., Van Alstyne, M., & Choudary, S. P. (2016). 平台經濟模式: 從啟動, 獲利到成長的全方位攻略: 天下雜誌出版.
    司徒達賢. (1995). 策略管理: 遠流出版公司.
    李仁芳. (1994). 企業如何掌握競爭優勢-競爭策略的組織基礎. 世界經理文摘, 第 48-63 頁.
    李瓊淑. (2017). 台灣大車隊管理與發展個案研究. 李瓊淑.
    阮韻蒨. (民107). 以雙邊市場角度分析搜尋引擎的相關市場. 公平交易季刊, 26卷1期, 頁49-73.
    林金定, 嚴嘉楓, & 陳美花. (2005). 質性研究方法: 訪談模式與實施步驟分析. 身心障礙研究季刊, 3(2), 122-136.
    許牧彥. (2007). 以消費過程為基礎的獲利策略. 管理評論, 19(8), 29-36.
    陳則文, & 侯勝宗. (2009). 非預期工作創新: 台灣大車隊司機個案研究. 科技管理學刊, 14(2), 97-128.
    蔡紀眉. (2018). 搭上行動支付潮 台灣大車隊如何跑出營運新模式呢? 天下雜誌318期. Retrieved 04-12 from
    蔡家昌, & Tsai, C.-C. 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. Retrieved from http://nccur.lib.nccu.edu.tw/handle/140.119/122811

    英文參考文獻
    Anderson Jr, E. G., Parker, G. G., & Tan, B. (2013). Platform performance investment in the presence of network externalities. Information Systems Research, 25(1), 152-172.
    Babbie, E. R. (2015). The practice of social research: Nelson Education.
    Banister, P., Burman, E., Parker, I., Taylor, M., & Tindall, C. (1994). Qualitative methods in psychology. Bristol, PA: Open University.
    Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
    Boerner, C. S., & Macher, J. T. (2001). Transaction cost economics: An assessment of empirical research in the social sciences. Unpublished manuscript, Georgetown University.
    Butz Jr, H. E., & Goodstein, L. D. (1996). Measuring customer value: gaining the strategic advantage. Organizational dynamics, 24(3), 63-77.
    Choudary, S. P., Alstyne, M. W. V., & Parker, G. G. (2016). Platform Revolution: How Networked Markets Are Transforming the Economy--And How to Make Them Work for You: W. W. Norton \\& Company.
    Chowdhury, S. S., Monalisa & Hasan, Mahamudul. (2014). Antecedents and Consequences of Customer Satisfaction: An Empirical Study on Retail Store in Bangladesh. Stamford Journal of Business Studies, 6, 111-128.
    Cross, R. (1996). Customer bonding: Pathway to lasting customer loyalty: NTC Business Books.
    Day, E., & Crask, M. (2000). Value assessment: the antecedent of customer satisfaction. Journal of Consumer Satisfaction, Dissatisfaction and Complaining Behavior, 13.
    Eisenmann, T., Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard business review, 84(10), 92.
    Ellegärd, K., Jonsson, D., Engström, T., Johansson, M. I., Medbo, L., & Johansson, B. (1992). Reflective production in the final assembly of motor vehicles–an emerging Swedish challenge. International Journal of Operations & Production Management, 12(7/8), 117-133.
    Evans, D. S. (2003). The antitrust economics of multi-sided platform markets. Yale J. on Reg., 20, 325.
    Evans, D. S., & Schmalensee, R. (2007). Catalyst code: the strategies behind the world`s most dynamic companies: Harvard Business School Press.
    Evans, D. S., Schmalensee, R., Noel, M. D., Chang, H. H., & Garcia-Swartz, D. D. (2011). Platform economics: Essays on multi-sided businesses. PLATFORM ECONOMICS: ESSAYS ON MULTI-SIDED BUSINESSES, David S. Evans, ed., Competition Policy International.
    Farrell, J. v. R., & Saloner, G. (1985). Standardization, compatibility and innovation.
    Grant, R. M. (1991). The resource-based theory of competitive advantage: implications for strategy formulation. California management review, 33(3), 114-135.
    Hagiu, A. (2006). Pricing and commitment by two‐sided platforms. The RAND Journal of Economics, 37(3), 720-737.
    Katz, M. L., & Shapiro, C. (1985). Network externalities, competition, and compatibility. American economic review, 75(3), 424-440.
    Leibenstein, H. (1950). Bandwagon, snob, and Veblen effects in the theory of consumers` demand. The quarterly journal of economics, 64(2), 183-207.
    Makadok, R., & Coff, R. (2002). The theory of value and the value of theory: Breaking new ground versus reinventing the wheel: JSTOR.
    Merriam, S. B., & Tisdell, E. J. (2015). Qualitative research: A guide to design and implementation: John Wiley & Sons.
    Navon, A., Shy, O., & Thisse, J.-F. (1995). Product differentiation in the presence of positive and negative network effects: Centre for Economic Policy Research.
    Patton, M. Q. (1990). Qualitative evaluation and research methods: SAGE Publications, inc.
    Penrose, E. (1959). The theory ofthe growth ofthe firm. JohnW iley& Sons, New York.
    Ragin, C. C., & Becker, H. S. (1992). What is a case?: exploring the foundations of social inquiry: Cambridge university press.
    Rochet, J.-C., & Tirole, J. (2003). Platform competition in two-sided markets. Journal of the european economic association, 1(4), 990-1029.
    Schwartz, S. H. (2006). Basic human values: Theory, measurement, and applications. Revue française de sociologie.
    Sheth, J. N., Newman, B. I., & Gross, B. L. (1991). Why we buy what we buy: A theory of consumption values. Journal of business research, 22(2), 159-170.
    Singleton Jr, R., Straits, B. C., Straits, M. M., & McAllister, R. J. (1988). Approaches to social research: Oxford University Press.
    Treacy, M., & Wiersema, F. (2007). The discipline of market leaders: Choose your customers, narrow your focus, dominate your market: Basic Books.
    Verdin, P. J., & Williamson, P. J. (1993). Core competence, competitive advantage and market analysis: Forging the links.
    Wallsten, S. (2015). The competitive effects of the sharing economy: how is Uber changing taxis. Technology Policy Institute, 22.
    Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180.
    Yin, R. K. (2017). Case study research and applications: Design and methods: Sage publications.


    網路文章參考文獻
    AppNote. (2011). 【免費工具】台灣Lifestyle排行第一名,「叫車小幫手」台灣大車隊叫車服務再升級. 痞客邦. Retrieved 03-14 from https://funiphone.pixnet.net/blog/post/34818717-%E3%80%90%E5%85%8D%E8%B2%BB%E5%B7%A5%E5%85%B7%E3%80%91%E5%8F%B0%E7%81%A3lifestyle%E6%8E%92%E8%A1%8C%E7%AC%AC%E4%B8%80%E5%90%8D%EF%BC%8C%E3%80%8C%E5%8F%AB%E8%BB%8A
    Chen, k. (2016). 小黃戰 Uber,台灣大車隊:「只要公平競爭,儘管放馬過來。」. 泛科技. Retrieved 03-11 from https://panx.asia/archives/52277
    TechNews. (2017). 「55688」全新生活密碼,創造屬於自己的時尚完美生活態度. 科技新報. Retrieved 02-10 from https://technews.tw/2017/11/20/55688-app-discouts-store-list/
    TechNews. (2018). 非現金支付總額一個月破 2 億,台灣大車隊用數據掀「小黃新革命」. 科技新報. Retrieved 03-22 from
    北極燕鷗. (2015). 擺脫市場限制?台灣大車隊的多角化經營. STOCKFEEL. Retrieved 03-02 from https://www.stockfeel.com.tw/%E6%93%BA%E8%84%AB%E5%B8%82%E5%A0%B4%E9%99%90%E5%88%B6%EF%BC%9F%E5%8F%B0%E7%81%A3%E5%A4%A7%E8%BB%8A%E9%9A%8A%E7%9A%84%E5%A4%9A%E8%A7%92%E5%8C%96%E7%B6%93%E7%87%9F/
    台灣大車隊. (2015). 台灣大車隊【精彩城市的生活媒介】. 台灣大車隊. Retrieved 03-25 from http://www.in-lead.com.tw/in/ezcatfiles/yongfeng/img/img/3735/TaiwanTaxi.pdf
    台灣大車隊. (2016). 一0五年度年報. 台灣大車隊. Retrieved 04-01 from http://www.taiwantaxi.com.tw/Files/Content/6/%E5%A4%A7%E8%BB%8A%E9%9A%8A106%E5%B9%B4%E8%82%A1%E6%9D%B1%E6%9C%83%E5%B9%B4%E5%A0%B1.pdf
    台灣大車隊. (2018). 台灣大車隊-加入熊友會. 台灣大車隊官方網站. Retrieved 0312 from https://www.taiwantaxi.com.tw/Article?fid=5&sid=1417&tid=1422
    蕭瑟寡人. (2016). Uber 是真共享經濟,還是破壞交通體制的吸金大法?. Inside. Retrieved 02-12 from https://www.inside.com.tw/article/5876-uber-sharing-economy-traffic-safety-system
    創世紀市場研究顧問. (2018). 2018台灣網路報告. 創世紀市場研究顧問. Retrieved 03-15 from https://report.twnic.tw/2018/TWNIC_TaiwanInternetReport_2018_CH.pdf
    曾如瑩. (2018). 商周CEO學院》台灣大車隊迎戰Uber 淨利創三年新高. 商周雜誌. Retrieved 03-23 from https://www.businessweekly.com.tw/magazine/Article_mag_page.aspx?id=67545
    湯瑪斯.艾森曼 Thomas Eisenmann , 傑. 帕. G. P., 馬歇爾.范歐斯丁 Marshall W. Van Alstynen. (2016). 打造雙邊市場策略-Strategies for Two-sided Markets. 哈佛商業評論. Retrieved 04-23 from https://www.hbrtaiwan.com/article_content_AR0003412.html
    廖君雅. (2019). Uber命運未卜!林村田趁機揪Uber司機跳槽台灣大車隊. 遠見雜誌. Retrieved 03-22 from https://www.gvm.com.tw/article.html?id=66775
    李哲旭. (2017). <人物專訪> 林村田成功創業2次 通訊老董打造小黃王國. 自由時報. Retrieved 03-12 from https://news.ltn.com.tw/news/weeklybiz/paper/1140006
    林欣婕. (2016). 台灣大1.6萬小黃 三策略力抗Uber. 天下雜誌第595卷. Retrieved 03-22 from https://www.cw.com.tw/article/article.action?id=5075700
    林洧楨. (2015). 台灣大車隊打造月入85K小黃傳奇林村田三大關鍵 讓垂危車行變上億王國 林村田三大關鍵 讓垂危車行變上億王國. Retrieved 02-27 from https://www.wealth.com.tw/home/articles/5977
    品牌志編輯部. (2016). 品牌專訪:多角化經營,要做Uber搶不了的市場. 品牌志. Retrieved 03-15 from https://www.expbravo.com/3777/%E5%93%81%E7%89%8C%E5%B0%88%E8%A8%AA%EF%BC%9A%E5%A4%9A%E8%A7%92%E5%8C%96%E7%B6%93%E7%87%9F%EF%BC%8C%E8%A6%81%E5%81%9Auber%E6%90%B6%E4%B8%8D%E4%BA%86%E7%9A%84%E5%B8%82%E5%A0%B4.html
    Description: 碩士
    國立政治大學
    科技管理與智慧財產研究所
    106364129
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0106364129
    Data Type: thesis
    DOI: 10.6814/NCCU201901275
    Appears in Collections:[科技管理與智慧財產研究所] 學位論文

    Files in This Item:

    File SizeFormat
    412901.pdf3063KbAdobe PDF20View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏,無償提供學術研究與公眾教育等公益性使用,惟仍請適度,合理使用本網站之內容,以尊重著作權人之權益。商業上之利用,則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作,已盡力防止侵害著作權人之權益,如仍發現本網站之數位內容有侵害著作權人權益情事者,請權利人通知本網站維護人員(nccur@nccu.edu.tw),維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback