文創商品策略與商業模式之建構：傘文創商品的發展觀點

在台灣以技術代工的中小企業，由於可運用資源極為有限，在產品創新或品牌建立等均非易事，正當全球文創經濟興起之際，發展文創商品對傳統代工中小企業而言更是進一步的挑戰，因此，本研究透過秀裕企業經營多年的文創傘商品經驗，探討其文創商品策略及商業模式，研究重點先對照台灣整體經濟發展階段，解構秀裕企業從傳統技術代工、技術研發到建立文創商品的轉型歷程；接著，以個案研究法分析歸納出秀裕企業的六項文創商品策略，據以建構其文創商品的長尾商業模式，同時，解析其對秀裕企業的組織意義；最後，結合文創商品管理與商業模式，建構一具通則性之文創商品商業模式，藉以作為傳統代工企業有心發展文創商品之參考應用。

關鍵字

文創商品；技術代工；個案研究；商業模式；傘

並列摘要

For most Small and Medium size Enterprises (SME) which play the role of Original Equipment Manufacturers (OEM), it is not easy to build their own brand and develop innovative product due to limited resource. Since the blooming of cultural creative industry, it is opportunity but also challenge for the OEM-SME to develop cultural innovative product. The article uses a case study of the SHIOW YUH company to discuss the strategy and business model of cultural innovative product. We firstly introduce the Taiwan economic development stages to explain the evolution of the SHIOW YUH company from OEM oriented, technology research and development oriented, to cultural innovative product development oriented. Second, by analyzing the SHIOW YUH company case, we induce six product strategies for cultural innovative product and introduce the long-tail business model of the SHIOW YUH company. Finally, we extend our observations from the case study to construct a general business model for cultural innovation product. The results of this study could be useful for OEM-SME companies which hope to develop their own cultural innovative product.