經營模式動態性之探討-以舊振南餅店為例

The Research of Business Model Dynamics-A Case Study of Jiu Zhen Nan Taiwan Pastry

吳郁婷(Yu-Ting Wu)

指導教授 ： 謝惠元

國立屏東科技大學/管理學院/企業管理系所/碩士(2009年)

https://doi.org/10.6346/NPUST.2009.00109

摘要

台灣傳統產業面對社會結構、人文風俗習慣等產業環境之變化影響下，傳統產業面臨兩大問題，在產品與能力方面受限於傳統之經營管理方式，同時在市場與產業方面侷限於傳統之定義範圍。但面對變動快速的產業環境動態，因應之方式已非僅從內部發展，如資源基礎理論之看法或是從產業結構之定位方向可以解決。本研究以舊振南餅店為研究對象，以個案研究方法，運用類型比對、建立解釋、時間序列分析糕餅業者面對外在產業環境變化如何調整及修正其經營模式。

本研究經實地訪談、分析、研究個案公司，發現企業經營模式並非靜態而是具有動態性且漸進式之轉變，輪替變化的順序中，存在企業路徑相依及突現的機會。透過動態能力矩陣，本研究建議必須從產業邊界延伸與重新定義過程來發展，如跨入文化創意產業，進入新市場，朝多角化及國際化之方向。而能力方面可以從產品與核心能力延伸，學習、創新、重組或網絡之運用來提升競爭力，透過競爭動態，從市場重疊性與資源相似性分析。因此本研究針對個案公司這兩方面探討其未來發展方向，提出朝向多角化、多品牌、國際化策略等方面的新經營模式。

關鍵字

經營模式 ； 動態能力 ； 動態能力矩陣 ； 經營模式輪替 ； 競爭動態 ； 策略群組

並列摘要

There have been many significant changes in Taiwan traditional industry, i.e. Industrial environment, social structures and customs. Traditional confectionary industry encounters two challenges, one is product and capability restricted in the traditional operational model. The other is its definition confined in the traditional boundary and business scope. However the fast changing external environment becomes more threatening to existing traditional business. It is inadequate to cope with the impending challenge by exploiting only internal resources or capability argued by Resources-Based View or industry positioning to discover new opportunity supported by Industry Organization theory. By taking the Jiu Zhen Nan Taiwan Pastry as an example. This study takes Case study as its research methodology by Pattern-Matching、Explanation-Building、Time-Series. We find a firm how to regulate the business model.
After a long period of field studying and analyzing, we find that business model is dynamic, like a wheel. By the Dynamic Capability matrix (DC matrix), company should expand its industry boundary and redefine the industry, such as redefine its Industry as culture and innovation industry. In addition, company can extend its product and core competence by learning, innovation, remodeling, and networking to increase its competitiveness. In summary this research focuses these two dimensions of the company to explore the future development direction, diversification, multi-brand strategy and new business model.

並列關鍵字

business model ； dynamic capability ； dynamic capability matrix ； business model wheel ； competitive dynamics ； strategic group

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