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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/77301

    Title: 商業模式圖法再檢視─以太陽能檢測設備在中國市場營運為例
    Authors: 張仁明;Chang, Jen-Ming
    Contributors: 高階主管企管碩士班
    Keywords: 商業模式;太陽能;business model
    Date: 2018-07-13
    Issue Date: 2018-08-31 14:31:07 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 近年來,商業領域由於全球化與科技的發展,變化極為迅速。也就是相同的商業模式在運作良好的一段時間後,會面臨很不一樣的環境挑戰,因此如何快速地因應變動進行新的調整,是能否持續獲利的重點。


    快速調整,意味調整方式需要簡單好分析,需要容易展現給決策團體進行說明爭取支持,需要在發現新資訊時可立即修正。 商業模式畫布法是一套輕巧又容易說明的快速商業模式架構系統,對於產品層級非常的適用,故選定此方式做為經常性營運的規劃工具。



    經過此研究優化,我們發現此方法確實能更好的橋接商業模式圖與任務清單,這對於實務應用有很大的幫助。;In recent years, the business sector has changed extremely and rapidly due to the development of globalization and science and technology. That is, the same business model will face very different environmental challenges after a good period of operation. Therefore, how to quickly make new adjustments in response to changes is the key to sustainable profitability.

    Compared to the company′s vision and long-term goal, vision and goal is not appropriate to quickly fix. However products needs to quickly adjust its business model according to the status of the market.

    Quick adjustment means that adjustment methods need to be simple and easy to use. And need to easily show the plan to decision makers, explain the plan and strive for support. And need to be corrected immediately when new information is discovered. The business model canvas method is a lightweight and easy-to-follow rapid business model architecture system, which is very suitable for the product level. Therefore, this method is selected as the planning tool for frequent operations.

    However, the business model canvas method is more of an architectural description, and the thinking process is often filled in with intuition. In practice, it has been found that the decision makers have obvious limitations, that is, different products get similar business model structures. We know different products in different markets must face different customer needs. If we analyze a similar structure, the analyzed architecture cannot help us create value.

    Therefore, the goal of this paper is to try to optimize the business model canvas method and hope that it can be more systematic and comprehensive in the process of planning the business model diagram. After the planning, it can provide clear task information so that the implementer can quickly follow the strategy. After the information of the mission, we quickly started various tasks.

    After this research optimization, we found that this method can really bridge business model diagrams and task lists, which is very helpful for practical applications.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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