廚具產業商業模式之創新 - ba.scu.edu.t 東吳大學企業管理學系碩士班研究生,電子郵件:ikute@ ...

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1 Business Model Innovation for Kitchenware Industry Yu-Ting Huang1 Kai-Chieh Chia2 20% IKEA 80% DIY Abstract Market demand is originated from humanity. Most companies will focus themselves on the business innovation, but ignore the most fundamental market demand. Intense competition on the kitchenware industry in the current situation, I want to analyze this study through literature review and in-depth interviews content to find out the unsatisfied customer demand. At present, Taiwan kitchenware companies focus on the same target market that at top 20% of consumer. However, if we observe the whole kitchen market, it is not difficult to find there is an unmet market between wholesale home companies (such as IKEA)and current kitchenware. Thus, the study develop innovative business model which can design kitchen by yourself . Keywords: Taiwan Kitchenware Industry, Business Model Innovation. 1 ikute@hotmail.com.tw 2 2 OEM 1980 50% BMI 10 10 50 3 2013 1950 1990 -Business ModelPaul Timmers1998 4 Henry Chesbrough Richard S. Rosenbloom2002Magretta.J2002Charles W. L. Hill Gareth R. Jones2007Alexander Osterwalder2010 Magretta.J2002 Osterwalder Pigneur2014 Osterwalder Pigneur 5 OsterwalderPigneur20102014() In-depth interview2005Structured InterviewUnstructured Interview2001 20022004 6 2002Informal Interview20022004200219931995199720022004 () Peter DruckerOsterwalder & Pigneur2010CustomersOfferInfrastructureFinancial Viability Osterwalder & Pigneur 1 7 1 Osterwalder & Pigneur2010 1. 8 2 2 2. 20142014STEP1 STEP2 STEP3STEP4 STEP3 STEP4 STEP5 STEP6 9 3 3 10 15 1 15 28 20 2 40 22 3 SWOT Strength 1. 2. 3. 4. 5. Weakness 1. 20% 80% 2. 3. 4. Opportunity 1. 2. 3. 4. Threat 1. 2. 3. 11 O2O 2 4 4 O2O O2O1. 12 2. 3D 20% 80% 25%O2O 1. BOM 2D 13 2. O2O 1. 3D 3D 3D DIY 22. 3D 3D O2O 14 50% DIY DIY 5 DIY DIY 3D DIYDIY 50% 80% 80% 15 5 DIY 20141. 20% 80% 20% 80%2. 80% IKEA 80%3. DIY 5 DIY 16 2014 20132008Journal of Entrepreneurship ResearchISSN 1993-7504, p.119-145 2014-2011-2013 201420112012 _2013-2011- ihergo.com2014 20143D2014 2012201220112011 2013- O2013 - 17 20122014-20122014:2011-BMI2012101 Bovet, D., & Martha, J. 2000. Value nets: breaking the supply chain to unlock hidden profits. John Wiley & Sons. Chesbrough, H., & Rosenbloom, R. S.2002. The role of the business model incapturing value from innovation: evidence from Xerox Corporation's technology spinoff companies. Industrial and corporate change, 113, 529-555. Eisenhardt, KM. 1989. Building Theories from Case Study Research. The Academy of Management Review, 144, 532-550. Hamel, G. 2000. Leading the Revolution Harvard Business School Press. Boston, MA, USA. Hill, C. W., & Jones, G. R. 2007. Strategic Management: An Intergrated Approach. CengageBrain. com. Johnson, M. W., Christensen, C. M., & Kagermann, H.2008. Reinventing your business model. Harvard business review, 8612, 57-68. Magretta, J.2002. Why business models matter. Mitchell & Carol2004 , Business model innovation breakthrough moves. The Journal of Business Strategy; 2004; 25, 1; ProQuest p16 Mitchell, D., & Coles, C.2003. The ultimate competitive advantage of continuing business model innovation. Journal of Business Strategy, 245, 15-21. Osterwalder, A.2004. The business model ontology: A proposition in a design science approach. Institut dInformatique et Organisation. Lausanne, Switzerland, University of Lausanne, Ecole des Hautes Etudes Commerciales HEC, 173. Osterwalder, A., & Pigneur, Y.2010. Business model generation: a handbook for visionaries, game changers, and challengers. Wiley. com. 18 Osterwalder, A., Pigneur, Y., & Tucci, C. L.2005. Clarifying business models: Origins, present, and future of the concept. Communications of the association for Information Systems, 161, 1-25. Timmers, P. 1998. Business models for electronic markets. Electronic markets, 82, 3-8. Viscio, A., & Pasternack, B. A. 1996. Toward a new business model. Strategy & Business, 202, 125-134.

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