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研究生:葛丹妮
研究生(外文):Denise Chantel Gustave
論文名稱:探討台灣悠遊卡的創新與商業模式:以六項創新的觀點
論文名稱(外文):Exploring the Innovation and Business Model of the EasyCard in Taiwan: Six Innovative Framework Perspective
指導教授:陳明惠陳明惠引用關係
指導教授(外文):Ming-Huei Chen
口試委員:林佩冠陳明惠紀慧如
口試委員(外文):Pei-Kuan LinMing-Huei ChenHui-Ru Chi
口試日期:2018-07-09
學位類別:碩士
校院名稱:國立中興大學
系所名稱:科技管理研究所
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2018
畢業學年度:107
語文別:英文
論文頁數:44
中文關鍵詞:EasyCardSix Innovation FrameworkFrugal InnovationBusiness Model
外文關鍵詞:EasyCardSix Innovation FrameworkFrugal InnovationBusiness Model
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Abstract
The utilization of traditional face-to-face payment interactions with physical currency is becoming increasingly unsustainable. Crime, fraud and counterfeiting make the business of doing business risky. "Lacking payment systems becomes a bottleneck for the vision of the Information Economy". (Schmidt et al., 1999). As such, EasyCard recognized that the right technology was crucial to improving the daily experience for the citizens of Taiwan. The company’s vision is a single card that takes you from day to night with your purchases and transactions. By utilizing this vision as a measurement of improvement as well as with the aid of the six innovative framework, an exploration of the innovative impact of the EasyCard and its business model in Taiwan will be conducted.
The secondary data was sourced both internally (business literature and public access company documents) and externally (case studies). The internal sources included past financial records, travel records, plans and programs of the company. The mediums outlined will be used to identify past levels of engagement and growth. This method was selected because it facilitates inexpensive and speedy data collection.
Abstract
The utilization of traditional face-to-face payment interactions with physical currency is becoming increasingly unsustainable. Crime, fraud and counterfeiting make the business of doing business risky. "Lacking payment systems becomes a bottleneck for the vision of the Information Economy". (Schmidt et al., 1999). As such, EasyCard recognized that the right technology was crucial to improving the daily experience for the citizens of Taiwan. The company’s vision is a single card that takes you from day to night with your purchases and transactions. By utilizing this vision as a measurement of improvement as well as with the aid of the six innovative framework, an exploration of the innovative impact of the EasyCard and its business model in Taiwan will be conducted.
The secondary data was sourced both internally (business literature and public access company documents) and externally (case studies). The internal sources included past financial records, travel records, plans and programs of the company. The mediums outlined will be used to identify past levels of engagement and growth. This method was selected because it facilitates inexpensive and speedy data collection.
Table of Contents
Abstract i
Table of Contents ii
List of Figures iv
List of Tables v
1. Introduction 1
1.1. Research Context 1
1.2. Primary Research Aim 1
1.3. Research Questions: 2
1.3.1. Research Question 1: 2
1.3.2. Research Question 2: 2
2. Literature Review 3
2.1. Company Background 3
2.1.1. Brand (EasyCard, 2016) 3
2.2. Social Theory of Money 4
2.3. Innovation 6
2.3.1. Incremental and Radical 6
2.3.2. Developed-developing countries: perspectives on radical innovation 7
2.4. Frugal Innovation 8
2.4.1. Frugal Innovation: link between business-driven, inclusive and social innovation 8
3. Research Theoretical Framework 10
3.1. Six Innovation Framework 10
3.1.1. Extended innovation: 10
3.1.2. Reduce innovation: 10
3.1.3. Merge innovation: 11
3.1.4. Reverse innovation: 11
3.1.5. Transfer innovation: 11
3.1.6. Change innovation: 12
3.2. Business Model 13
3.2.1. Business Model Canvas 13
4. Methodology – Case Study 17
4.1. What is a case study? 17
4.2. Rationale for use of this method 17
4.3. Case Study – EasyCard: Six innovation framework 18
4.3.1. Extended innovation 18
4.3.2. Reduce innovation 18
4.3.3. Merge innovation 20
4.3.4. Reverse innovation 20
4.3.5. Transfer innovation - The EasyCard Evolution 21
4.3.6. Change innovation 22
4.4. Business Model 24
4.4.1. EasyCard: Pay-per-use Current Business Model 25
4.5. Business Model Analysis 25
4.5.1. In-House Development and Hosting 26
4.5.2. Scalability: In-House Development; Outsourced Hosting 26
5. Research Questions 28
5.1. Research Question 1: 28
5.1.1. Benefit for users 29
5.1.2. Benefit for Public Administration 29
5.1.3. Benefits to the industry 29
5.2. Research Question 2: 30
6. Conclusion 32
References 33
Appendix 1: Scope of EasyCard 37
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