異業合作開展下價值藍圖的建構-以室內設計業為例

隨著全球化、世代變遷、AI智能進化下，消費者的生活方式產生了變化，技術更新越來越快，變數越來越多，商業模式越來越複雜。企業單靠一己之力想在業界中壯大已不是容易的事，單打獨鬥需要花上的時間及成本較過去更多，看著外界快速變化的環境，企業必須做好更具體的準備以因應更複雜的商業環境，因此，異業合作的開展研究對企業主而言，是一門必須掌握良好的經營原則。本研究採用質性研究、訪談四家合作公司，研究目的探討「顧客需求如何達到價值適配」、「企業的商業模式及企業內的目標客群及價值主張」、「價值結構如何串連價值主張與企業活動」及「業異合作聯盟與價值藍圖」；在有限之個案呈現與分析中，期望能增加室內設計產業的可持續性，並獲得對產業界有幫助的經驗法則。在探討價值主張與價值藍圖的關連性，及異業合作與價值藍圖的啟發性過程中，透過不同異業合作案例的累積，拼湊出室內設計業在價值藍圖中非室內設計不同的差異化。研究者反思：「唯有回到理想的初心，極度細膩的去反思合作過程中如何做得更好，達到最期待的目標，試著去整合異業合作上所產生的些許難題」。研究者發現：「原來企業可以用更柔軟、更彈性的合作方式，從價值藍圖中勾畫出執行價值主張所需要的要素應該如何配置參與者及行動，分別做好領頭者與跟隨者的角色，以正確的定位，來為企業及異業合作夥伴做得更好，就能看到更多機會，朝新市場邁進」。

關鍵字

價值主張；價值藍圖；商業模式；異業合作聯盟

並列摘要

With globalization, generational changes, and the evolution of artificial intelligence, consumers' lifestyles have changed. And technology updates are getting faster and faster with variables and business models are becoming more and more complex. It is not easy for an enterprise to grow in the industry by itself only. And it takes more time and cost than the past to struggle alone. With external environment changing rapidly, enterprises must make more specific preparations facing complex business environment, to research on cross-industry cooperation is a good business principle is what business owners have to take care seriously. This research adopts qualitative research and interviews four companies as case study. The purpose of the study is to explore how to achieve value matching with customer needs, and the business model of the enterprise and on the target customer group and value proposition within the enterprise, and also on how the value structure connects value Advocacy and corporate activities. Moreover will include Industry cooperation alliance and value blueprint. In the presentation and analysis of limited cases, it is expected to increase the sustainability of the interior design industry and obtain helpful rules of thumb for the industry. In the process of discussing the connection between value proposition and value blueprint, it is inspiring process of cross-industry cooperation and value blueprint through the accumulation of different cross-industry cooperation cases. We piece together the difference of non-interior design in the value blueprint of the interior design industry. It is found and reflected that "The only way to go back to the original ideal is to reflect on how to do better in the process of cooperation in an extremely delicate manner, to achieve the most anticipated goal, and try to integrate some problems that arise in cross-industry cooperation". And also found that: "It turns out that enterprises able to use a tender and more flexible cooperation ways to outline how the elements needed to implement the value proposition should be allocated to participants and actions from the value blueprint. And it paly as the roles of leader and follower respectively. With the correct positioning, we can do better for enterprises and partners in different industries, so we will see more opportunities and move towards new markets.”