本研究旨在透過個案分析方式，探討一家汽車經銷商如何採用相關多角化策略，建構成功的企業經營模式，欲藉由其加值策略之運用瞭解其如何透過該經營模式創造獲利。修正Osterwalder經營模式，並個別分析其在顧客界面、產品、基礎設施管理與財務面中之運用。研究結果發現：個案公司除了本業在汽車品牌的代理上，共以Ford、Volvo與Suzuki三個品牌之車輛進行銷售，同時成立了保險代理人公司以統籌相關汽車保險之業務，此外，亦有租賃公司之經營，以提供關係企業試乘車與代步車之租賃。個案公司將目標顧客依照品牌特性作一區隔，而這些顧客又得以與其相關多角化中之保險代理人公司以及租賃公司聯結，除了以代理汽車品牌提供完善的銷售與服務，亦提供顧客保險與租賃等相關業務。由於個案公司在核心能力上進行適當配置與共用，又因其具有在相關多角化策略中整合所有資源之核心能力，因此得以在所有財務結構中減少成本的花費進而創造營收。

The intention of this paper is to disclose how a car dealership diversifies its strategies to set up a successful business model. By the method of case study,the researcher tried to analyze its value-added strategy to know how to make profit from such business model. This paper also adjusted Osterwalder’s business model, and analyzed the use of it in the territories of customer, product, cost management and financial respectively.
The subject company not only sells three different brands of vehicles, Ford, Volvo and Suzuki, but also sets up a property insurance agency company to combine relevant car insurance business. Besides, it also set up a car leasing company to provide long-term lease services for demo cars and short-term lease services for the customers who sent their vehicles to the dealership’s reparement factories.
This study disclosed that the subject company sells different brands of vehicles to satisfy different segments of target customers. And, customers could build connection with the subject company by its diversified insurance agency company and the leasing company. Due to its successful combination and share of its core operating abilities and resourses in diversified companies, it has reduced total costs and raised profitability as well.

第一章 緒論 1
第一節　研究背景 1
第二節　研究動機 2
第三節　研究目的 3
第四節　研究流程 3
第二章　文獻探討 5
第一節　價值與經營模式 5
第二節　多角化策略 9
第三章　研究方法 24
第一節　研究方法 24
第四章 個案分析 26
第一節　個案公司介紹 26
第二節　個案公司經營模式建構 29
第五章　結論與建議 38
第一節　結論 38
第二節　管理意涵 40
第三節　研究建議 40
參考文獻 42

一、中文文獻
1.李遵中，〈企業成長之多角化策略與策略參考點關係之研究－以印刷電路板業為例〉，台灣大學國際企業研究所碩士論文，民國90年。
2.楊國樞、文崇一、吳聰賢、李亦園，1997，社會及行為科學研究法（上冊），東華書局。

二、英文文獻
1.Aaker, D.A. (1995). Strategic Market Management. New York: John Wiley & Sons, Inc.
2.Amit, R., & Livnat, J. (1988). Diversification strategies, business cycles and economic performance. Strategic Management Journal, 9(2), 99-110.
3.Ansoff, H. I. (1957). Strategies for diversification. Harvard business review, 35(5), 113-124.
4.Ansoff, H. I. (1965). Corporate Strategy. McGraw-Hill, New York.
5.Bernheim, B. D., & Whinston, M. D. (1990). Multimarket contact and collusive behavior. Rand journal of economics, 21(1), 1-26.
6.Berry, C. H. (1975). Corporate Growth and Diversification. Princeton University Press, Princeton.
7.Bettis, R. A., & Hall, W. K. (1982). Diversification strategy, accounting determined risk, and accounting determined return. Academy of Management Journal, 25(2), 254-264.
8.Booz, A., & Hamilton,J.A.,(1985). Diversification: A Survey of European Chief Executives. New York: Booz, Allen and Hamilton Inc.
9.Chandler, A. D. (1990). Strategy and structure: Chapters in the history of the industrial enterprise. MIT press, 120.
10.Cravens, David W. (1991). Strategic Marketing, McGraw-Hill College.
11.Das, R., and Mohanty, B. (1981). Choosing a diversification project in a regulated economy. Long range planning, 14(2), 78-86.
12.Gort, M. (1962). Diversification and integration in American industry. Princeton University Press, Princeton.
13.Glueck, W. F. (1976). Business policy: Strategy formation and management action. New York: McGraw-Hill.
14.Hamel, G. (2000). Leading the revolution. Boston, Harvard Business School Press.
15.Hill, C. W. L. (1985). Diversified growth and competition: The experience of twelve large UK firms. Applied Economics, 7, 827-847
16.Hoskisson, R. E., & Hitt, M. A. (1990). Antecedents and performance outcomes of diversification: A review and critique of theoretical perspectives. Journal of Management, 16(2), 461-509.
17.Jensen, M. C. (1986). Agency costs of free cash flow, corporate finance, and takeovers. The American economic review, 323-329.
18.Jauch, L. R. and W. F. Glueck (1988), Strategic Management and Business Policy, McGraw-Hill, Inc., New York.
19.Kamien, M. I., & Schwartz, N. L. (1975). Market structure and innovation: a survey. Journal of economic literature, 13(1), 1-37.
20.Kaplan, R. S. and D.P. Norton (1992). The Balanced Scorecard: Measures that Drive Performance, Harvard Business Review, (January-February): 71-79.
21.Konczal, E. F. (1975). Models Are for Managers, Not Mathematicians, Journal of. Systems Management, 26(1), pp.12-14
22.Kotler (1994). Marketing management：Analysis, planning, implementing, control. 10th ed, New York：Prentice-Hall.
23.Linder J, Cantrell S. (2000). Changing Business Models: Surveying the Landscape. Accenture Institute for Strategic Change
24.Montgomery, C. A. (1982). The measurement of firm diversification: Some new empirical evidence. Academy of Management journal, 25(2), 299-307.
25.Montgomery, C. A. (1994). Corporate diversification. The Journal of Economic Perspectives, 163-178.
26.Mueller, D. C. (1969). A theory of conglomerate mergers. The Quarterly Journal of Economics, 83(4), 643-659.
27.Osterwalder, A. (2004). The business model ontology: A proposition in a design science approach. Institut d’Informatique et Organisation. Lausanne, Switzerland, University of Lausanne, Ecole des Hautes Etudes Commerciales HEC, 173.
28.Patton, M. Q. (1990). Qualitative evaluation and research methods . SAGE Publications, inc.
29.Pitts, R. A., & Hopkins, H. D. (1982). Firm diversity: Conceptualization and measurement. Academy of management Review, 7(4), 620-629.
30.Ramanujan, V., Varadarajan, P. (1989) Reserach on Corporate Diversification: A Synthesis. Strategic Management Journal 10: pp. 523-551
31.Reed, R., & Luffman, G. A. (1986). Diversification: The growing confusion. Strategic Management Journal, 7(1), 29-35.
32.Rumelt, R. P. (1986). Strategy, Structure, and Economic Performance, (Rev. ed.), Boston, MA: Harvard Business School Press.
33.Teece, D.J. (1982). Towards an economic theory of multiproduct firm. Journal ofEconomic Behavior and Organization, 3, 59-63.
34.Timmers, P. (1998). Business models for electronic markets. Electronic markets, 8(2), 3-8.
35.Very , P . (1993). Success in Diversification : Building on Core Competence, Long Range Planning, 26 (5) , pp.80-92
36.Wrigley, L. (1970), Divisional Autonomy and Diversification, Unpublished Doctoral Dissertation, Harvard Business Schcool.
37.Yin, R. K. (2009). Case study research: Design and methods (5). sage.