- 學位論文
雲端B2C服務模式之比較研究
Comparative Research of B2C Services in Cloud Computing
摘要
本論文主要研究雲端科技中的B2C服務，其中重要的問題是雲端服務者如何建立且利用忠實顧客而得到利益。在許多雲端服務中，作者集中研究範圍在個人網路硬碟、線上遊戲以及content on-demand進行探討。 研究分析三種可以比較目前雲端服務市場的策略模型。第一類模型針對僅做單一雲端商品並從頭開始的個人雲端服務公司。第二類模型定義出原本製造電子產品的公司，由於低利潤使得這些公司開始提供軟體產品給目前使用的顧客來改善其收入。第三類策略模型則是組織這些軟體與網路公司來擴大他們服務硬體商品的產品組合。 在使用TOWS分析，五力分析次解釋其動機在產業的聯盟與併購。 當建立顧客群，作者提出跨越鴻溝及Catalyst Code等理論，除此之外，作者也對雲端服務供應者的利潤及價格方法進行研究，同時證明了freemium模型 (免費+額外付費升級)是目前較流行的選擇。 由比較結果顯示，第二類模型中Apple公司擁有最大客戶群與最高收入， 並在第三類模型中探討Google公司，Google公司亦是以第二類模型的概念來擴展客戶群。另外，第一類模型的公司面臨激烈的競爭，其中Dropbox公司必須加強核心能力以及降低價格，另一方面，Zynga遊戲未來將有更多獲利的機會，而content on-demand的部分，Google、Apple與亞馬遜將掌控市場，最終結果顯示，第二類模型的策略可最有效的建立客戶數量，並且提高收入。
並列摘要
This thesis introduced a comparative research of B2C services in cloud compu-ting. The underlying question of the research was how cloud services providers create a solid customer base to become profitable. As cloud services include many areas, the author chose personal cloud storage, online games and content on-demand for analysis. At the beginning, author proposed three strategic models that can be compared in current cloud service market. First model encompassed all individual cloud service providers that focus on one business only and had to build their base from scratch. The second model defined companies that originally manufactured consumer electronics, but started to face lower margins and decided to improve their revenues by offering soft-ware products to its current customers too. At last, the author organized software or internet companies that expanded its portfolio of services to hardware products as third strategic model. In order to understand cloud computing industry author used TOWS and Five forces analysis and also explained motives behind alliances and M&A’s in the industry. As to creating customer base, the author referred to Crossing the Chasm and Catalyst Code theories. Besides that, profitability and pricing methods of the cloud service pro-viders were researched, while freemium business model proved to be the most popular choice. As a result of customer base and revenue comparison, Apple exhibited the largest customer base at the time of writing and also the highest revenue. Google, which was researched as model 3, launched its personal cloud storage service also in the same way as companies in model 2. Therefore, strategic model 2 is the most suitable choice for personal cloud storage service customer base establishment. Dropbox, which was market leader until 2012, will have to increase its competitiveness and lower its freemium pricing. Regarding online games, Zynga will have more options to raise revenue than personal cloud storage companies. In terms of content on-demand platforms, Google, Apple and Amazon will be dominant, but there will be opportunity and need for consumer electronics manufacturers to enter this market segment.