| Abstract: | 本研究探討天生全球化平台（platform），如何透過商業模式的創新，為該平台發展國際市場機會。本研究採多個案研究法，根據Cavusgil & Knight (2015) 對天生全球化的定義，篩選兩個代表新興經濟體的台灣天生全球化企業個案——Pinkoi設計品平台、EZTABLE餐廳訂位平台。進而根據Amit & Zott (2001)所提出價值創造的四個驅動要素－效率性（efficiency）、互補性（complementarities）、鎖定性（lock-in）、新穎性（novelty），比較天生全球化平台的商業模式創新特質。
本研究發現，透過效率性（efficiency）創造價值，是天生全球化平台商業模式創新的共通點。而兩個案的主要差異來自於平台的產品與服務特性。透過「賣家篩選機制」，Pinkoi較擅長利用鎖定性發展設計師啟動的正向網絡效應。由於「線上預訂預付，線下消費體驗」，EZTABLE較擅長透過互補性整合線上與線下資源（O2O, On-line to Off-line）。
本研究進一步發現，「關鍵合作夥伴」以及「在地化人力資源」，為天生全球化平台發展國際市場的重要關鍵因素。Pinkoi以關鍵合作夥伴為主力，發展日本等國際市場；其策略重點為建立「設計師社群」，以各國特色賣家吸引全球市場之買家，故發展方向從在地市場賣家到國外市場買家。EZTABLE則以在地化人力資源為主力，發展泰國等國際市場；其策略重點為聘任「在地團隊」，以掌握飲食文化之在地特色，故發展方向從吸引國外市場買家到在地市場消費。
根據前述研究結果，商業模式創新雖然有助於發展長期競爭優勢以及國際市場，天生全球化平台（platform）仍須注意商業模式的「在地化」，因地制宜組合價值創造的多元驅動要素。
This study aims to investigate how the born-global platforms develop their international markets by business-model innovation. Based on the definition of born global of Cavusgil & Knight (2015), this multiple-case research selected two cases of Pinkoi and EZTABLE, representing born-global platforms based in an emerging economy of Taiwan. Furthermore, this research compared the attributes of business-model innovation between these two born-global platforms, based on the four value drivers proposed by Amit & Zott (2001) -- efficiency, complementarities, lock-in, and novelty.
Regarding business-model innovation, this study found that both platforms have utilized the efficiency driver to create value; while highlighted other different drivers, due to the contrasting characteristics of their product and service. By the seller screening mechanism, Pinkoi utilized the lock-in driver more to develop the positive network effect initiated by designers. In a contrast, by the on-line reservation-payments and off-line consumption-experiences, EZTABLE utilized the complementarities driver more to integrate O2O (On-line to Off-line) resources.
In addition, this study also found that key partners and local human resources are two critical factors for born-global platforms to develop their international markets. Pinkoi has relied more on key partners, such as social group of designers, to develop international markets, like Japan; therefore, its market has developed from promoting the local seller to attract global buyers. In a contrast, EZTABLE has relied more on local human resources, such as hiring local teams for capturing the location-specific food and culture, to develop international markets, like Thailand; therefore, its market has developed from attracting international buyers to local restaurants.
My research found that business-model innovation facilitates the development of long-term competitive advantage and international markets. However, born-global platforms are recommended to adopt more localization strategies to integrate multiple drivers of value creation. |
