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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 Model

    Paul Timmers1998

  • 4

    Henry Chesbrough Richard S.

    Rosenbloom2002

    Magretta.J2002

    Charles W. L. Hill Gareth R. Jones2007

    Alexander Osterwalder2010

    Magretta.J2002

    Osterwalder Pigneur

    2014

    Osterwalder

    Pigneur

  • 5

    OsterwalderPigneur2010

    2014

    ()

    In-depth interview

    2005

    Structured Interview

    Unstructured Interview

    2001

    20022004

  • 6

    2002

    Informal Interview

    20022004

    2002

    199319951997

    20022004

    ()

    Peter Drucker

    Osterwalder & Pigneur2010

    Customers

    OfferInfrastructureFinancial Viability

    Osterwalder & Pigneur

    1

  • 7

    1 Osterwalder & Pigneur2010

    1.

  • 8

    2

    2

    2.

    20142014

    STEP1

    STEP2

    STEP3

    STEP4

    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

    O2O

    1.

  • 12

    2.

    3D

    20%

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    1.

    BOM

    2D

  • 13

    2.

    O2O

    1.

    3D

    3D

    3D

    DIY

    2

    2.

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  • 14

    50%

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    DIY 5

    DIY

    DIY

    3D

    DIY

    DIY 50%

    80%

    80%

  • 15

    5 DIY

    2014

    1. 20% 80%

    20% 80%

    2. 80%

    IKEA

    80%

    3.

    DIY

    5 DIY

  • 16

    2014

    2013

    2008Journal of Entrepreneurship Research

    ISSN 1993-7504, p.119-145

    2014-

    2011-

    2013

    2014

    20112012 _

    2013-

    2011- ihergo.com

    2014

    20143D

    2014

    2012

    2012

    2011

    2011

    2013- O

    2013 -

  • 17

    2012

    2014-

    2012

    2014:

    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,

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