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  • 學位論文

結合平衡計分卡之商業模式衡量系統建構—以太平洋自行車為例

Business Model Combined with Balanced Scorecard of Measuring System Construction-A Case Study of Pacific Cycles

指導教授 : 蔡文鈞
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摘要


企業在經營上會選擇有助於公司經營規劃與衡量績效的方式,而商業模式與平衡計分卡皆是許多企業選擇運用的經營工具,其中商業模式畫布以圖像化的方式取代大量的文字,讓人能夠輕易地閱讀,但商業模式構面相較於平衡計分卡也較多,且內容較表面,無衡量策略績效的指標。因此,本研究以平衡計分卡作為績效衡量的工具,嘗試綜合兩者優點,結合商業模式與平衡計分卡,將平衡計分卡套入商業模式畫布中,使商業模式具體衡量化,並發展一套流程,套用於太平洋自行車作為驗證流程的可行性。 本研究主要以訪談與文獻的方式執行研究步驟,第一步先建立三種商業模式圖,接者找出各模式的價值邏輯,再從價值邏輯找出公司經營的策略,最後藉由策略建構出OEM、ODM、OBM三種商業模式的衡量系統,並探討研究架構中的四個面向,商業模式面、價值邏輯面、策略面、指標面,發現三種商業模式之衡量系統,在轉換過程中的連結與差異,以及各指標之間的關聯性。

並列摘要


In business, the company will choose the business planning and measurement performance methods that are helpful to the company. Both the business model and the Balanced Scorecard are business tools used by many companies. The business model canvas replaces a large amount of text in an image format, making it easy for people to read. However, the business model has more facets than the balanced scorecard, and the content is more superficial, and there is no indicator to measure the performance of the strategy. Therefore, this study uses the Balanced Scorecard as a measure of performance, trying to combine the advantages of both, putting the Balanced Scorecard into the business model canvas, making the business model specific, and developing a set of processes for Pacific Cycles. As a feasibility of the verification process. This study performs research steps in the form of interviews and literature. The first step is to establish three business models, and then find out the value creation logic of each model, then find out the strategy of the company's operation from the value creation logic, and finally construct a measurement system of three business models: OEM, ODM, and OBM. And explore the four aspects of the research framework, business model, value creation logic, strategy, indicators, find the measurement system of the three business models, the links and differences in the conversion process, and the correlation between the indicators.

參考文獻


中文文獻
1.尤傳莉. (2012). 獲利世代: 自己動手, 畫出你的商業模式. 台北: 早安財經文化有限公司. Osterwalder, A., & Pigneur, Y.(2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. New Jersey: John Wiley & Sons Inc.
2.朱道凱. (2008). 平衡計分卡: 化策略為行動的績效管理工具 (Kaplan. RS and Norton, DP 原著, 1996).
3.吳文宗, 詹家和, & 嚴惠慈. (2013). OEM 轉型 OBM 廠商核心能力轉換之研究-以富比積國際有限公司為例. 創新研發學刊, 9(1), 39-49.
4.李煉祥. (2011). 智慧型手機軟體商店之商業模式分析. 中央大學資訊管理學系碩士在職專班學位論文, 1-126.

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