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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/33233

    Title: 商業模式對經營績效的影響 : 以台灣上市電子公司為例證
    Other Titles: The impact of business model on management performance : evidences from the listed electronic companies in Taiwan's primary stock market
    商業模式對經營績效的影響 : 以臺灣上市電子公司為例證
    Authors: 林珍安;Lin, Jenan
    Contributors: 淡江大學管理科學研究所企業經營碩士在職專班
    蔡進丁;Tsai, Ching-ting
    Keywords: 商業模式;經營績效;Business Model;Management Performance
    Date: 2006
    Issue Date: 2010-01-11 03:46:10 (UTC+8)
    Abstract: 本研究主要目的,在研究商業模式與經營績效之關係,屬於探索性之研究。
    The research objective of this exploratory study is to investigate the relationship between business models and management performances.
    The sample of studied companies is the stock listed companies in Taiwan. The samples are defined as six business models. The study, through the research method of deduction argument, statistic induction and case study, is to answer the following three questions: (1) the distribution pattern of the business model, (2) the relationship between types of business model and management performances, and (3) the hypothesis in relation to the impact of business model, upheld by the case studies, on the management performance.
    The research result shows that the niche and innovation business model’s performance is not the best in the past five years but profit growth rate is at the top of all types of business models. Meanwhile, the case studies prove that the niche and innovation model is positioned on focus and niche strategy by which the company can turn away the adverse competition from powerful competitors (like international big companies). The niche and innovation business model concentrates on both low cost and high quality is usually better than those models focus only on either pricing or quality.
    In addition, with Taiwan’s special geographic location and social background, the niche and innovation business model works more effectively in Taiwan than in other countries. Companies, such as Acer and D-Link, imitate this business model to achieve good operating outcomes. The niche and innovation business model is fit to the need of Taiwan’s electronic companies. The result suggests that the companies’ owners can set up the niche and innovation business model as an operating alternative when facing the turning point to compete for survival.
    Appears in Collections:[管理科學學系暨研究所] 學位論文

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