國內復康巴士的相關研究,主要著眼於需求面與技術層面,探討分析不同使用者搭乘復康巴士的選擇意向及滿意程度,或撥召運輸系統路線規劃的研究。甚少針對復康巴士服務的供給面及商業模式進行探討研究,形成了影響復康巴士服務系統有效運作的研究缺口。 本研究以Osterwalder & Pigneur 所提出之商業模式理論,結合Hamel的核心策略觀點,採取多個案研究方法。選取伊甸基金會、多扶接送、臺灣租車E-GO作為非營利組織、社會企業、營利企業三種不同組織型態的代表。藉由建立研究命題,連結相關資料,本研究探討臺灣復康巴士服務提供者,其商業模式是如何運作的,其核心策略有何不同,以及三者在商業模式上有何相似或相異之處。 研究發現非營利組織、社會企業、營利企業三種不同組織型態的復康巴士服務提供者,其核心策略因為組織目標的根本差異導致其產品及市場範圍與差異化基礎的不同。在商業模式上,可以歸結出三家服務提供者雖然在目標客層與價值主張上的重疊性較高,但各自開發運用組織的關鍵資源,發展個別的關鍵活動,並整合了不同的關鍵夥伴,以強化競爭優勢。
Researches on the subject of rehabilitation paratransit service have focused mainly on the demand side or the technical aspects, such as customer satisfaction or dispatch system. Few have ventured into the supply side and the business model aspects. This is a research gap which influences effectiveness of the rehabilitation paratransit service system. Using the business model theory proposed by Osterwalder & Pigneur and the core strategy concept proposed by Hamel, this study uses the case study research method. Edan, Duofu, and E-GO are the three providers chosen by this study to represent three types of organization: non-profit organization, social enterprise, and profit seeking enterprise. A chain of evidences is built around the research propositions to support the objective of this study: exploring how business models of these organizations work, how different their core strategies are, and how similarly and how differently their business models are. The results show that the fundamental difference in their core strategy is from organization objective, which leads to big differences in scopes of operation and bases of differentiation. The three organizations function similarly on the demand side, such as customer segments and value proposition. They operate differently on the supply side, such as core resources, core activities, and core partners, in order to gain competitive advantages.
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