臺灣博碩士論文加值系統

本個案是在探討早期行動咖啡吧創辦人John依據整體咖啡產業供應鏈的現況及消費者的需求，去思考創業前商業模式價值、銷售客群以及利基市場的實際案例，其中描寫了創業初衷到尋找初創業時要解決的問題，並分析台灣消費者外帶咖啡頻次與消費行為，與尋找自身的利基市場，由於初期營運的狀況不佳，因此思考著要如何定位出自己的差異化並運用市場定位而鎖定特定的消費族群，在商業模式的客群上以25-45歲女性上班族或公務人員為主要的銷售對象，進而推出在服務上著重高便利性、高咖啡品質、高服務體驗、高環境保護（以綠能電池為電力供應來源）的差異化策略。

在教學指引上，讓學生透過個案分析並運用管理與策略理論：SWOT 模型、市場定位、差異化戰略及商業模式來學習如何透過自身的優勢與創造差異化來定位自己獨特的商業模式，特別在競爭激烈的咖啡市場中，要如何在有限的資源下依據自身缺少的市場差異化策略與創新商業模式來創造獨特的獲利模式。

This actual case is to describe the mobile coffee bar founder John who was based on the current situation of the overall coffee industry supply chain and the needs of customers, consider the value of actual business model, customer segment of sales and niche market before starting a business.

It describes the problems that must be solved when starting a business, and analyzes the frequency with consumption behavior of Taiwanese customers. Finally dig out the self-owned niche market. Due to the poor condition of the initial operation, John thought about how to position the differentiation of products and use market positioning to target specific groups of customers. In the business model of the customer group with 25-45 years old female office workers or civil servants as the main sales target. At the same time, the service launched focuses on the differentiation strategy of high convenience, high coffee quality, high service experience, and high environmental protection (using green energy batteries as a source of power supply).

In the teaching guidelines, let students learn how to use their management and strategy theory such as SWOT model, market positioning, differentiation strategy and business model to learn how to position their unique business models through their own advantages and creation of differentiation. Especially in the highly competitive coffee market, how to create a unique profit model based on its lack of market differentiation strategies and innovative business models with limited resources.

摘要 I
Abstract II
目錄 III
表目錄 IV
圖目錄 V
第1章 個案本文 1
第1節 緣起 1
第2節 個案公司的背景與概況 2
第3節 創業利基點的尋找與轉變 12
第4節 創業以來遇到的挑戰與對策 16
第5節 公司現在與未來成長的下一步? 19
第2章 教學指引 21
第1節 個案總覽 21
第2節 教學目標 22
第3節 學員問題與討論 23
第4節 適用課程與對象 24
第5節 個案分析與問題探討 25
第6節 板書規劃 44
參考文獻 46

一、 中文部分

1. 104市調中心 (2013)，台灣咖啡外帶頻次調查。
2. 104市調中心 (2013)，年台灣咖啡外帶咖啡考量因素調查。
3. 2018年行動咖啡吧官方簡報。
4. 2018年林孟彥老師行銷管理課程講義。
5. MarketLine (2015)，全球產業情報調查報告。
6. 李淑任 (2005)，咖啡館之休閒體驗與顧客參與之探討。
7. 潤利艾克曼市調中心 (2015)，台灣各年齡層喝咖啡的頻率。
8. 羅伯特．海勒（2002），決策技巧。

二、 英文部分

1. Chesbrough, H. W. (2006), Open business models: How to thrive in the new innovation landscape. Boston, Mass: Harvard Business School Press.
2. Chesbrough, H., & Rosenbloom, R. S. (2002), The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies. Industrial and corporate change, 11(3), pp. 529-555.
3. Demil, B. and Lecocq, X. (2010), Business Model Evolution In Search of Dynamic Consistency. Long Range Planning, 43, pp. 227-246.
4. Fielt, Erwin (2014) Conceptualising business models: definitions, frameworks and classifications. Journal of Business Models, 1(1), pp. 85-105.
5. Johnson, M.W., Christensen, C.M., & Kagermann, H. (2008), Reinventing Your Business Model. Harvard Business Review.
6. Konczal, E.F. (1975) Models are for managers, not mathematics. Journal of Systems Management, 26(1), pp.12-15.
7. Magretta, J. (2002), Why Business Models Matter. Harvard Business Review.
8. Mahadevan, B. (2000), Business models for Internet-based e-commerce: An anatomy. California Management Review, 42(4), pp. 55-69.
9. Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook For Visionaries, Game Changers, And Challengers. New Jersey: John Wiley & Sons Inc.
10. Osterwalder, Pigneur and Tucci (2005), Clarifying Business Models: Origins, Present, and Future of the Concept. Communications of the Association for Information Systems, 16(1), pp. 1-25.
11. PESTLE analysis (2015), Questions to Ask During SWOT Analysis.
12. Teece, D. J. (2010), Business Models, Business Strategy and Innovation. Long Range Planning, 43(2-3), pp. 172-194.