從利益關係者出發的商業模式之變形與轉型

本論文提出一個利用商業模式九宮格的商業策略思考方法，當原本預定商業模式的客戶無法負擔夠高的願付價格或是現金流時，思考在這個新創中的所有利害關係人(Stakeholders)，是否有角色能夠轉變成為實際上的客戶(現金流/營業額的提供者)，而將原本預定的客戶，轉變變成關鍵合作夥伴。本論文以小米作為例子，思考如何將高科技產品帶來的便利，透過商業的變形，達成以極低且可以負擔得起的價格，普惠更多的消費者。在論文中，我首先分析了傳統以技術領先導向公司(例如台積電、iRobot 等)的財報，這些公司通常以大量且風險極高的研發或行銷，確保極高的毛利。然而，從工學院教授的角度，要建立一個獨有的高技術門檻的護城河是非常困難的，在技術上會有物理的極限，在商業上又有暢通的資訊與網路比價，高毛利在未來會越來越困難除了小米外，本論文也簡述理工科系實際發生的例子，以本實驗室為例說明如何讓一開始無法付錢的客戶，如何成功轉變成關鍵合作夥伴，如此一直下去。每經過一次的整合，就越接近市場，整合後的附加價值也可能越大，取價的能力也越大。此外，無論是新創公司，或是既有的體系遇到問題需要提出新的解方時，當事者都應該思考這個行動(initiative)出發心是甚麼？是賺錢嗎？還是有其他效益？所牽涉的利害關係人有誰，要照顧的是誰？誰才是真正付代價的客戶？誰擔任關鍵合作夥伴？當原本預設的客戶無法帶來獲利時，本論文點出的方法或可為未來新創或是社會企業或公司治理提供一個可實現的思考方向。

關鍵字

利害關係人；商業模式；商業策略；商業模式九宮格；轉型

並列摘要

This study uses the business strategy framework proposed by the business model canvas tool to consider whether stakeholders can transform their role into actual clients (providers of cash flow and turnover) when expected business model customers are unable to provide adequate payment or cash flow, and whether original customers can be transformed into key collaborative partners. This study uses Xiaomi as an example to illustrate how the convenience brought on by high-tech products can be provided at very low and affordable prices to many more customers through business transformations. In this study, I first analyzed the financial statements of traditional leading technology companies (such as TSMC or iRobot); these companies often maintain their high margins through large amounts of high-risk development and marketing. However, engineering professors believe that it is highly difficult to establish a monopolized and highly technical entry gateway as there are psychical limitations to technology and smooth information flows and possibility of online price comparisons on the business side, meaning that it will be more and more difficult to achieve high margins in the future. In addition to Xiaomi, this paper also discusses a case from an engineering department, using this as an example to demonstrate how customers that are initially unable to provide profits can be successfully transformed into key partners, and how this relationship can be maintained. Each integration brings products and services closer to market, while added values after integration may be bigger, and pricing abilities may also be higher. In addition, whenever problems in startups or existing systems require new solutions, the players should consider the starting point of their initiatives: Are we looking to earn money, or to earn other benefits? Who are the stakeholders involved, and who do we have to take care of? Who are the customers that really pay us? Who can play the role of our key partners? When original customers are unable to provide profits, the method proposed by this study can provide a feasible concept for future startups, social enterprises, or corporate governance.