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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/80541


    Title: 管理顧問公司之價值主張適配與商業模式探討-以M管理顧問公司為例;The Value Proposition Canvas and the Business Model of the Management Consulting Company-The Case Study of A Company
    Authors: 陳宏傑;CHEN, HONG-JIE
    Contributors: 企業管理學系在職專班
    Keywords: 商業模式;價值主張;價值適配;沙盤;教育訓練;企業培訓;Business Model;Value Proposition;Value Proposition Canvas;Simulation Game;Training and Learning;Corporate Training
    Date: 2019-07-23
    Issue Date: 2019-09-03 14:43:58 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 因時代的快速變遷,企業生命週期大幅度縮短,越來越多企業為因應大環境變化和高度競爭而進行組織變革及商業模式革新。許多台灣企業在變革的過程中,往往會找尋管理顧問給予建議及協助,並輔以企業教育訓練,使其更快速步上新軌道。

    然而,隨著企業變革的速度加劇,企業對於教育訓練的需求也迅速擴張,使得越來越多管理顧問公司投入企業教育訓練市場。截至2016年,全台灣的管理顧問公司已有2,798家,且每年約以10%不等的速度新開張,管理顧問公司面臨著高度的競爭壓力之下,服務內容也越趨於同質,為了在企業每年的教育訓練市場上占有一定的份額,管理顧問公司逐漸發展出各自的差異化優勢。

    本研究以個案進行,使用Osterwalder 與 Pigneur(2010)所提出的商業模式架構圖與價值適配圖,搭配文獻分析法、觀察法、深度訪談法探討個案管理顧問公司其價值主張與商業模式之運作,以了解管理顧問公司的核心資源與競爭優勢。結果發現,M個案公司的商業模式具有以下核心優勢:(1)軟體優勢為團隊成員皆擁有策略佈局與管理執行的能力,使公司的合作對象及客戶快速增加;(2)硬體優勢為具有沙盤快速生成的方法論,使公司產品數量能快速擴增並客製;(3)資源導向優勢,該公司的目標客層與關鍵合作夥伴重疊,為企業、教育機構、企業管理顧問公司、講師,使客戶同時成為沙盤產品的使用者及市場拓展者。本研究亦基於研究結果提出未來可能的挑戰與建議,提供給企業管理顧問產業或新進入者作為經營策略之參考。;Due to the rapid changes in the times, the life cycle of enterprises has been greatly shortened, and more and more enterprises are undergoing organizational changes and business model innovations in response to changes in the environment and high levels of competition. Many Taiwanese companies not only seek advice and assistance from management consultants but also use on job education and training.

    Due to the rapid changes in the times, the life cycle of enterprises has been greatly shortened, and more and more enterprises are undergoing organizational changes and business model innovations in response to changes in the environment and high levels of competition. Many Taiwanese companies not only seek advice and assistance from management consultants but also use on job education and training.

    This study was conducted on a case-by-case basis using the “Business Model Canvas” and “Value Proposition Canvas” proposed by Osterwalder and Pigneur (2010), and also combined with literature analysis, observation and in-depth interviews to explore the value proposition of case management consultants. Operation with business models. This study found that: (1) Software advantage The ability of team members to have strategic layout and management execution enables the company′s partners and customers to increase rapidly; (2) The hardware advantage is the method of rapid generation of simulation game generation, which enables the company′s product quantity to be rapidly expanded and customized; (3) Resource-oriented advantages, the target company′s target customer layer overlaps with key partners: enterprises, educational institutions, enterprise management consultants, and lecturers, which are also product users and market expanders.

    The results of this study can be used as a reference for business management consulting industry or new entrants as a business strategy.
    Appears in Collections:[企業管理學系碩士在職專班] 博碩士論文

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