商業模式創新之個案比較探討─以社企型公司與社企型NPO為例

Comparison of Case Studies in Business Model Innovation – Using Social Enterprise Companies and Social Enterprise NPO as Examples

謝惠娥(Hui-E Hsieh)

指導教授 ： 何晉滄

國立中正大學/管理學院/會計與資訊科技學系/碩士(2015年)

摘要

隨著全球資本主義發展，貧富懸殊、生態危害等社會與環保問題逐漸蔓延，結合非營利組織與營利組織型態的混合型組織─社會企業在台灣萌芽開展。社會企業強調以商業的手法來解決社會問題；為了有效達成社會價值和商業績效兼具的運作方式，需發展出獨特的商業模式，才能有永續經營的可能。本研究將社會企業(Social Enterprise) 組織分為社企型公司及社企型NPO (Non-Profit Organization, NPO) 兩種類型，藉由次級資料的蒐集與分析，瞭解台灣社會企業發展概況，再以文獻探討出商業模式發展的構面，由各種角度廣泛地分析、比對與歸納兩種類型的社會企業組織之商業模式創新間之異同，除將建構社會企業發展永續經營所需的商業模式之基礎架構外，也將提供台灣社會企業經營管理具實務性之做法。
本研究透過文獻探討，整理得知社會企業在落實社會使命的同時，也應具備良好的商業獲利模式方能使組織得以順利運作，茲將結論敘述如下：
1.在目標客層及通路部分：社會企業需具有核心產品或核心服務，且能確認與掌握利害關係人，清楚界定目標客層將有助於深耕價值主張，將更具競爭力；2.在價值主張上：社會企業的創新精神與社會使命的價值主張在營收機制中可被清楚呈現，與一般營利組織的營收機制與利潤最大化目標設定有所差異；3.就營收結構而言：從宏觀的層面定義客戶需求，了解所要實現的目標與任務；公司型與NPO之社會企業之營收結構是完全截然不同；4.就盈餘分配的狀況：社會企業在利潤追求上，以獲得足夠的經費，達到並維持其社會使命為主，即使有盈餘的部分，往往也會選擇再投入創造更多的服務和產業，這也是社會企業較容易被社會公眾認同與支持的理由；5.整合資源建立產品優勢：社會企業若想達成自立、永續的目標，則必須擺脫傳統非營利組織的思維，強調產品與服務本身的價值創新，找出本身的競爭優勢，方能吸引消費者消費，立於不敗之地，進而使商品本身產生的社會影響力；6.對社會脈動具有高度敏感：社會企業可輕易察覺出社會之需求，瞭解問題的所在，提出因應或解決社會問題的方法，故其對社會脈動具有高度敏感；7.從社會使命的達成而言：社會企業是以商業模式創新來達到社會使命的實踐，因此以使命和願景來驅動，以各種方法來解決社會問題。

關鍵字

社企型公司 ； 商業模式創新 ； 社會企業 ； 社企型NPO

並列摘要

With economic growth of global capitalism, it brings social and environmental issues, such as wealth gap and ecological risk, gradually spreading. Hence, social enterprise, a combination of non-profit organizations and profit organizations, is gradually developed in Taiwan. In order to reach the operation mode of society values and business performance, the social enterprise emphasizes commercial methods to solve social problems and needs to develop unique business models for sustainable development. This study divides social organizations into two types, Social Enterprise (SE) and Non-Profit Organization (NPO) and uses analysis of secondary data to understand social enterprise development overview in Taiwan. Then this study explores the development facets of the business models by literature reviews. Furthermore, from a variety of perspectives, this study analyzes, compares, and inducts the differences of business models between two kinds of social enterprise organizations. Finally, this study builds the basic framework of business model needed by sustainable development of social enterprises and also provides practical management methods for Taiwan’s social enterprise.
Through literature review, this study finds that social enterprises should have a good business profit models to let the organization can operate smoothly when they implement social missions. The conclusion is described as follows.
1. For target customers and distribution channel: In order to have more competition ability, social enterprises need to have a core products or services, can verify and hold the stakeholders, and can define clearly the target customer to cultivate value proposition.
2. For value proposition: Innovative spirit of social enterprises and value proposition of social missions can be clearly presented in revenue mechanism and differ from revenue mechanism and profit maximization of general profit-organizations.
3. For revenue structure: Define customer needs from the macro level and understand goals and tasks to be achieved. Revenue structure of corporate and NPO's social enterprises are completely different.
4. For surplus allocation: Pursuing profit of Social enterprises is to obtain sufficient funding to achieve and maintain their social missions. Even if there is a surplus, social enterprises often will choose to reinvest and create more services and industries. This is the reason that social enterprise more likely to be recognized and supported by the public.
5. Integrating resources to build product advantages: In order to achieve self-reliance and sustainable goals, social enterprises must move away from the traditional thinking of nonprofit organizations, emphasize the innovation value of their products and services, and find itself a competitive advantage to attract consumer spending. Thereby it enables the commodity itself to have social influence.
6. Highly sensitive to social pulse: Social enterprises can easily perceive the needs of the community, understand the problem, and propose a method in response or to solve social problems. Therefore, it is highly sensitive to social pulse.
For achieving social mission: Social enterprise is a business model innovation to achieve the practice of social mission. Hence, social enterprises are driving by mission and vision and use different methods to solve social problems.

並列關鍵字

Non-Profit Organization ； Business Model Innovation ； Social Enterprise

參考文獻

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