臺灣博碩士論文加值系統

大多數人認為「創新」是企業成功的關鍵因素之一，也是企業的使命和業務獨特的賣點。然而，創造力最重要的是來自公司內部和外部的人才，當公司擁有較多的優秀員工和人力資源，通常能在特定產業中取得領先地位。不幸的是，如果公司不能創建其他成長曲線，通常就會受限於不確定性的業務與業績下滑，並被困在艱難的商業環境中。

本研究針對如何有效地運用外部人才，資源，及最重要的是，從現有市場開發出衍生市場的需求，提出系統性的研究論述。本研究所指的成長模式，關鍵在如何顯著地減少開發的時間來釋放所有的潛能。不同於一般研究，我們認為創新並不需要從企業產生，而是可以通過聯盟與其他人或其他公司來實現，但合作夥伴必須要麼有名的或是有影響力的廠商。因此，兩個或三個小巨人可以聯合設計產品，各合作夥伴的實力和能力都可被整合起來運作。此外，他們的業務夥伴關係，才能達到最佳的配合狀態，每個人都可以從這個聯盟群組得到額外的好處。

本研究因此提出“調色盤策略”，它並沒有對合作規範有一定的原則來執行，也沒有呆板的原則規定，它只是關於設定所有的目標，為最終產品應該看起來要有的樣子和經營模式，為這個聯盟組中調合出最合適的模式。畢竟，從這個大餅或共享機制中，每一個團體或是個人能夠獲得好的利潤，使每一方都覺得於起步階段受到公平的待遇。至少。大家可在建立的第一個成功案例後，有權利能保持或是改變合作模式。

Most of us believe that innovation is one of the key success factors for enterprises, SMBs, and entrepreneurs and to be their unique identity for cooperate missions and selling point on business. Yet, creativity most importantly comes from talented people, including internal and external sources. The more talented staff a company possesses the better chance of getting a leading position in their particular industry during their growing life cycle. Unfortunately, if a company could not create multiple growth curves over time to support their continuous growth, then its future is uncertain and its business may decline.
This thesis addresses how to efficiently embrace external talented people, resources, and most importantly how to create new demand from the existing market. The key point is how to significantly reduce the developing time in order to unleash the potential of market success. Innovation does not need to be generated internally. It can be achieved by alliances with other companies. But the main criteria for finding correct partners is that they have to be either famous or at least influential on their market bases even if their business scale is not so big. Therefore, two or three little giants can join together to design and create a product based on each partner’s strength and capabilities. Also, their business partnership can achieve the best fit condition and everyone can obtain extra benefits from this alliance.
The advantage of such a alliance group mode can be conceptualized as what I propose as “Palette Strategy”. There is no precise guideline for this type of cooperation nor certain principles to be followed. It is all about setting goals about what the end product should be and find a business model that fits this alliance group. After all, each party can obtain decent profits from the big pie and sharing mechanisms makes each party feel fair at least at the initial stage. They can both have the right to alter the cooperation mode after their first success. We also discuss the implications and suggestions for applying palette strategy in real world situations.

國立國立臺灣大學碩士學位論文口試委員會審定書 i
Acknowledgements ii
中文摘要 iii
ABSTRACT iv
TABLE OF CONTENTS v
LIST OF FIGURES ix
LIST OF TABLES xii
Chapter 1 Introduction 1
1.1 Background 1
1.2 Research Motivation and Questions 2
1.3 Purposes 3
1.4 Methodology and Scope 4
1.5 Limitation 5
1.6 Thesis Structure 5
Chapter 2 Literature Review 7
2.1 Hypercompetition and Strategy 7
2.1.1 The First Stage - Capturing First Mover Advantages 7
2.1.2 The Second Stage - Imitation & Improvement by Followers 7
2.1.3 The Third Stage - Creating Impediments to Imitation 8
2.1.4 The Fourth Stage - Overcoming Impediments 9
2.1.5 The Fifth Stage - Transformation or Leapfrogging 10
2.1.6 The Sixth Stage - Downstream Vertical Integration 10
2.1.7 Cycle of Cost and Quality (C-Q) 11
2.1.8 Cycle of Timing and Know-how (T-K) 12
2.1.9 Strongholds Creation and Invasion (S) 13
2.1.10 Deep Pockets (D) 14
2.1.11 The 7S Framework 15
2.1.12 Some Highlights 21
2.2 Review on Dynamic Capabilities 22
2.3 Gap in the Extant Literature 25
2.4 Some Real Failure Cases 26
2.4.1 Strategic Alliance 26
2.4.2 Joint Venture 26
2.4.3 Mergers & Acquisitions 27
Chapter 3 5C Palette Strategy 29
3.1 Convey 35
3.2 Compare 36
3.3 Converge 40
3.4 Control 41
3.5 Convert 43
Chapter 4 Case Analysis 48
4.1 Airism system 48
4.1.1 Observe User’s Need for New Product 48
4.1.2 Simulation Business Opportunity 48
.4.1.2.1 Industry Growth 50
4.1.3 Search for Possible Solution 54
4.1.4 Market Positioning 61
4.1.5 Customers & Channels Potential Targets 63
4.1.6 Business Plan: Short Term Goals 64
.4.1.6.1 Strategic Target Market 67
.4.1.6.2 Potential Risks 68
.4.1.6.3 Potential Advantages 68
.4.1.6.4 Other messages 68
4.1.7 Business Plan: Midterm goals 71
.4.1.7.1 Marketing 75
.4.1.7.2 Potential Risks 76
.4.1.7.3 Potential Advantages 76
4.2 Breakdown the Key Components Solution Provider 76
4.3 Resources Integration Tuning Process 77
4.4 Task Allocation 79
4.5 Product Development 80
4.6 Product Diagram 81
4.7 Product Delivery 84
4.8 Product Probation & Correction 85
4.9 Joint Reviews: Lesson Learned & Ending 85
4.10 Endogenous Reviews: Covert Competence 88
4.11 Wait for the Next Discovery and Chance Comes 89
4.12 Remix the 5C to Spin another Customer Desired Product 89
Chapter 5 Conclusion and Recommendations 91
5.1 Research Summary 91
5.2 Research Conclusions 92
5.3 Recommendations 94
Bibliography 95
Other Reference 96
Website Reference 97
Appendix A 98
Appendix B 105
Appendix C 108

湯明哲,黃崇興,李吉仁，2014，管理相對論，台北，商業周刊出版社。
D’Aveni, Richard A. Gunther, Robert E. March 28th, 1994. Hypercompetition: Managing the Dynamics of Strategic Maneuvering. New York, NY: The Free Press.
D’Aveni, Richard A. Canger, Jonathan M. Doyle, Joseph J. August 1995. Coping with Hypercompetition: Utilizing the New 7S’s Framework [and Executive Commentary] The Academy of Management Executive, Vol. 9, No. 3: 45-60.
D’Aveni, Richard A. Gunther, Robert E. September 1st, 1995. Hypercompetitive Rivalries: Competing in Highly Dynamic Environment. New York, NY: The Free Press.
Griffith, David A., Harvey, Michael G. 3rd Quarter 2001. A Resource Perspective of Global Dynamic Capabilities. Journal of International Business Studies, Vol. 32, No. 3: 597-606.
Makhija, Mona. February 6th, 2003. Comparing the Resource-based and Market-based Views of the Firm: Empirical Evidence from Czech Privatization. Strategic Management Journal. 24: 433-451.
Teece, David J. Pisano, Gary. Shuen, Amy. August 1997. Dynamic Capabilities and Strategic Management. Strategic Management Journal. Vol. 18, No. 7: 509-533.
Wang, Catherine L., Ahmed, Pervaiz K. March 2007. Dynamic Capabilities: A Review and Research Agenda. International Journal of Management Reviews.Vol. 9, Issue 1, pp.31-51.
Wiggins, Robert R. Ruefil, Timothy W. October 2005. Schumpeter’s Ghost: Is Hypercompetition Making the Best of Times Shorter?Strategic Management Journal. Vol. 26, No. 10: 887-911.
Wu, Jay. March 7th, 2016. A Staged Theory of Entrepreneurial Opportunity.

Other Reference
Barney, J.B., Firm. 1991. Resources and Sustained Competitive Advantage. Journal of Management. 17(1): 99-120.
Butter, Caren. Hagedoorn, John. Multi-Party Technology Alliances.
Casadesus-Masanell, Ramon. Zhu, Feng. September 1st, 2011. Business Model Innovation and Competitive Imitation: The Case of Sponsor-Based Business Models. Working Paper 11-003.
Das, T.K. Teng, Bing-Sheng. 2000. A Resource-based Theory of Strategic Alliance. Journal of Management. 26(1): 31-61.
Hamel, Gary. February 1st, 2012. What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation. New Jersey, NJ: Wiley.
Hamel, Gary. Prahalad, C. K. April 1, 1996. Competing for the Future, Boston, MA: Harvard Business School Press.
Hausman, Angela. April 18th, 2015. Strategy, Strategy, Strategy; My Kingdom For The Right One. The Boston Consulting Group
Henttonen, Kaisa. Hurmelinna-Laukkanen, Pia, Ritala, Paavo. 2015. Managing the Appropriability of R&D Collaboration. New York, NY: John Wiley & Sons Ltd.
Knight,Gary A. Cavusgil, S Tamar. 2004. Innovation, Organizational Capabilities, and the Born-global Firm. Journal of International Business Studies. 35: 124-141.
Mandl, Irene. Celikel-Esser, Funda. (with contributions from Soriano, Carlos Vacas. Širok, Klemen. Storrie, Donald. Jarosz, Ewa). 2012. Born global: The potential of job creation in newly established international businesses (0376). European Foundation for the Improvement of Living and Working Conditions.
March, James G. 1991. Exploration and Exploitation in Organizational Learning. Organization Science, Vol. 2, No. 1, 71-87.
Oviatt, Benjamin M. McDougall, Patricia P. September 2005. Defining International Entrepreneurship and Modeling the Speed of Internationalization. ETP 1042-2587: 537-553. Baylor University.
Reeves, Martin. Haanaes, Knut. Sinha, Janmejaya. June 9th, 2015. Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach. Boston, MA: Harvard Business Review Press..
Sawy, El. Venkatraman, V. Bharadwaj A., Pavlou P. September 1st, 2014. Theorizing Digital Business Innovation: Platforms and Capabilities in Ecosystems. Research Paper No. 15-080, Fox School of Business.

Website Reference
王煜全.June 23rd, 2016. 羅輯思維176創新:認知升級與擺脫窘境
https://www.youtube.com/watch?v=uSS-QxZHyrs&list=FL35SqFYYu54KNq7mKdJoqVQ
Accessed May 1st, 2016.

The Strategy Palette. The Boston Consulting Group
https://www.youtube.com/watch?v=zwSq0nf5TtM
Accessed July 6th, 2016.

Schumpeter, Joseph Alois. May 30th, 2015. A Palette of Plans: Choosing a strategy is a lot more complex for companies than it used to be. The Economist.
http://www.economist.com/news/business/21652318-choosing-strategy-lot-more-complex-companies-it-used-be-palette-plans
Accessed July 11th, 2016.