臺灣博碩士論文加值系統

在微利的時代下，須從硬體的架構下發展無限的創意發展空間，從中衍生附加價值，而價值創造正式企業突破流血式競爭框架最佳的新思維模式。企業的經營模式已從量轉向質的發展，甚至從幫助顧客解決問題上，提供創新的價值，其可透過技術與人才的融合、平台與服務的整合、軟體與硬體的結合、機能與感性的統合，使組織活化、再造，展現出價值創造為導向的企業。
本論文將價值創造分為三類主要的意涵，企業可以從和顧客共創價值、和供應商及關係夥伴共創價值、以及為所生存的環境創造價值：整個價值網域是連動的關係，企業整合關係網絡夥伴，透過網絡能量的整合，創造無疆界的事業，以顧客需求出發，提供整合性的解決方案，創新顧客價值，且將眼光提升至整個大環境、大社會，以追求永續經營的環境來創造永續的企業。因此，企業透過顧客價值提供、企業價值創造、環境價值經營三個價值創造導向，突破產品與服務的疆界進而突破產業疆界，以創新者、整合者、促進者的目標邁進。企業可以價值創造為導向，以變革三部曲為轉型步驟，從策略再思考重新定義自身產業、重新思考企業的定位與方向，提早預見產業的未來發展，選擇與集中於本身的核心能力；並打造企業願景，擬定五到十年的中長期變革計畫，進行組織轉型；在變革管理中，建立企業一致的價值觀和企業文化，灌輸新內涵與新衝擊於企業文化中，給予對挑戰的生命力一記響鐘，藉以改變員工的行為與態度。本論文以六種經營模式，來呈現價值創造導向的日本企業轉型內涵，以變革三部曲為經，以價值創造導向為緯，舖成論文架構。
本論文個案的特色：Origin以提案經營結合專業研發能力與客製化的能力創新顧客價值；Shiseido以感性工程來探索顧客的感性品質結合其研發產品的物理品質來滿足顧客並讓顧客驚艷；Hitachi以解決方案提供者為人類打造新時代的生活基礎創造與人類生活息息相關的支援系統；NTT DoCoMo以跨平台整合服務創造整個通訊與生活的整合價值；Olympus的社會關懷務求使社會更為美好來創造產品與服務；Toyota的環保使命重新定義了汽車產業的未來。
對我國企業經營的啟示為跳脫代工製造的角色，以優異的製造、學習、設計能力，整合價值網絡，爲顧客提供整合性的解決方案；強調創新的突破與人才長遠的培育，整合多元性的資源，創造統知型的企業能力；跨越國際的疆界、打破事業的疆界，利用科技與感性的統合、管理與技術的統合、國內外創造力的統合，釋放組織活力，重新在世界舞台上定位。

In this tiny profit era, we should develop infinite creative space from the hardware structure, and thus deriving added value. The value-creation is the best new thinking model for a business to break through the trap of a blooding competition. The business model has developed from quantity to quality, and even developed as creating new values by helping customers solving the problems. Also, a business can blend technology and talent, integrate platform and service, combine software and hardware, and merge functionality and sensation to vitalize and reengineer the organization to perform value creation orientation.
The research categorizes value-creation orientation as three parts: a business can co-create value with customer, co-create value with value net, and create value for the environment. This value dimension is correlating: “a business integrates partners and creates a boundless business by the power of integrating value net. Driven by customer demands, a business provides total solutions and innovates customer values. Furthermore, a business enlarges his insight for the whole environment and the whole society to create a permanent business by pursuing a permanent environment.” Therefore, a business oriented by “value co-creation with customer”, “value co-creation with value-net”, “value creation for the environment” can break through the boundary of product or service as well the boundary of business, and achieve the goal of being an innovator, an integrator and an improver.
A business takes 3 change steps as strategic rethinking, organizational transformation and change management. Strategic rethinking is to redefine the industry, rethink the positioning and direction of a business, to foresee the future development of the industry, and to select and concentrate the core competence. To establish a vision and make a mid- to long-term change plan(5~10 years) is to carry out an organizational transformation. In change management, we have to establish a consistent value and business culture, and install new intension and new strike to the business culture, so as to change the behavior and attitude of the employees. The research takes 6 business models to present Japanese business transformation oriented by value creation, which takes 3 change steps as longitude and value creation as latitude to construct the structure of the research.
The characteristics of the cases in this research: Origin takes Proposal-type management to combine the R&D ability and customized ability to create customer value; Shiseido takes KANSEI engineering to dig out the KANSEI quality of customers and combine it with physical quality of products to satisfy the customers and surprise them; Hitachi as a Total solution provider creates a new era lifeline support system and the life infrastructure; NTT DoCoMo privides Cross-platform integration service to create the total value of the communication and the life; Olympus’s Social-IN is to make life better by creating new products and services; Toyota’s Environment mission is to redefine the future of the car industry.
As for the revelation for the management of our business, we can take good advantage of the excellent producing, learning, designing abilities and integrate value net to provide total solutions for customers. We can emphasize on the breakthrough of innovation and the long-term development of talents, and integrate diversification of resources to create “knowledge-integration” business ability. We can cross the boundary of continents and break up the boundary of business by integrating functionality and sensation, management and technology, inside and outside innovation, to release the vigor of organization and restart to position on the world stage.

第壹章 緒論
第一節 研究動機與目的
第二節 研究背景與架構
第三節 研究方法與限制
第四節 研究流程與章節
第貳章 文獻探討
第一節 價值創造式經營
第二節 策略再思考
第三節 組織轉型
第四節 變革管理第參章
第參章 顧客價值提供
第一節 提案經營
第二節 感性工程
第三節 小結
第肆章 企業價值創造
第一節 解決方案提供者
第二節 跨平台整合服務
第三節 小結
第伍章 環境價值經營
第一節 社會關懷
第二節 環保使命
第三節 小結
第陸章 結論與建議
第一節 價值創造導向之模式建構
第二節 研究結論與管理意涵
第三節 對我國企業經營之建議
第四節 後續研究建議

一、 中文書籍與論文
1. 第五項修練—學習型組織的藝術與實務(2003年) Peter M. Senge, The fifth discipline—the art and practices of the learning organization天下遠見
2. 變革之舞—持續『學習型組織』動力的挑戰與策略(上下)(2001年9月) Peter M. Senge, The Dance of Change—the challenges to sustaining momentum in learning organizations，天下遠見
3. 從A到A+(2002年9月) Jim Collins, Good to Great，遠流
4. 基業長青(2002年) James Collins & Jerry I. Porras, Built to Last，智庫
5. 創造性破壞—市場攻擊者與長青企業的競爭(2003年)Richard Foster & Sarah Kaplan, Creative Destruction—why companies that are built to last under-perform the market—and how to successfully transform them，遠流
6. 74分42秒(2000年) Bob Johnstone, We are burning—Japanese Entrepreneurs and the Forging of the Electronic Age ，藍鯨
7. 競爭大未來(1995年)，Gary Hamel & C.K.Prahalad, Competing for The Future，智庫文化
8. 波特看日本競爭力(2001年3月)Michael E. Porter & Hirotaka Takeuchi & Mariko Skakibara, Can Japan Compete?，天下遠見
9. 組織已經在改變(2002年5月)Warren Bannis & Michael Mische, the 21st century organization—reinventing through reengineering，海鴿文化
10. 極速流程：創造顧客價值與穩健獲利的企業優勢(2001年)Peter Keen & Mark McDonald, the eProcess Edge: Creating Customer Value and Business Wealth in the Internet Era，McGraw Hill
11. 企業獲利之顧客觀點—創造雙贏的顧客價值管理(2002年11月) Harvey Thompson, The Customer-Centered Enterprise，McGraw Hill
12. 顧客價值(1998年11月)Karl Albrecht, The Only Thing That Matters，長河出版社
13. 抓住你的關鍵顧客: 評估顧客價值強化企業獲利的八大準則(2002年12月)Mary Naylor & Susan Greco, Customer Chemistry: how to keep the Customers you Want and Say “Good-bye” to the Ones You Don’t， McGraw Hill
14. 策略；一次學會大師策略，確立企業與個人的永續競爭優勢(2005年5月)Richard Koch, Smart Strategy，Merlin文化事業有限公司
15. 企業巫醫(2005年)John Micklethwait & Adrian Wooldridge,The witch Doctors: Making Sense of the Management Gurus商周出版
16. 知識時代變革管理(2001年8月)Robert Hargrove, E Leader，五南
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19. 管康彥，日本近代組織變革對台灣企業之啟示—從企業轉型的角度評比台灣與日本的企業組織與管理。刊自：台灣與日本的國際比較，薛天棟、王駿發主編，宏大出版社。(2003年12月發行)pp.377
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27. 若山富士雄、杉本忠明，豐田汽車的秘密(1982年)，時報文化出版
28. 片山修，豐田的經營方式(2001年)，林鬱文化
29. Jeffrey K. Liker，豐田模式the TOYOTA way(2004)McGraw Hill
30. 許長田，Business Reintegration企業重整—經營新局活化策略(2002年)，書泉出版社
31. 洪榮昭，創新變革的策略思維(2003年11月)，中國生產力
32. 洪榮昭，知識創新與學習型組織(2001年)，中國生產力
33. 施振榮，願景與企業文化(2000年)，大塊文化
34. 戴國良，『臺灣服務業優勢領導廠商關鍵成功因素之探索 : 以資源基礎理論與知識經濟為觀點』(2001年)
35. 張正蔚，『行動網路系統業者之策略定位』，國立臺灣大學/商學研究所/90/碩士/90NTU00318069
36. 王仁君，『我國發展行動上網與行動商務於無線通信產業之研究-以日本行動市場經營為例』，國立台灣科技大學/資訊管理系/90/碩士/90NTUST396042
37. 劉祐晨，『台灣3G之市場發展分析—以NTT DoCoMo i-mode的營運模式為例』，國立台北大學/企業管理學系碩士在職專班/90/碩士/90NTPU1121021
38. 林紜宣，『市場導向心思為下之顧客價值創造—提案是經營之概念性模式建構』，國立政治大學/企業管理學系/93/碩士
39. 郭明錤，『產業融合下的策略心思為與組織變革：數位網路時代日本Sony公司之個案研究』，國立政治大學/企業管理學系/91/碩士
40. 張志鑫，『寬頻網路時代企業之競爭優勢—Sony公司之探討』，國立政治大學/經營管理碩士學程/92/企管組商學碩士
41. 陳德展，『日本綜合商社的跨世紀轉型對我國企業集團經營的啟示』，國立政治大學/企業管理學系/91/碩士
42. 黃立怡，『日本企業於泡沫經濟後之組織調適』，國立政治大學/企業管理學系/88/碩士
二、 報導與網站
1. Origin網站：http://www.origin.co.jp/
2. Shiseido網站：http://www.shiseido.co.jp/
3. Hitachi網站：http://www.hitachi.co.jp/
4. NTT DoCoMo首頁 http://www.nttdocomo.com/home.html
5. Olympus網站：http://www.olympus.co.jp/jp/
6. Toyota網站：http://www.toyota.co.jp/en/index.html
7. 『DoCoMo第三代行動電話』聯合新聞網 2001,5,19
8. 『NTT DoCoMo行動媒體』廣告雜誌 Nov. 2001
9. 『揭開NTT DoCoMo行動商務i-mode』FIND趨勢導航 Mar. 2001
10. 『NTT DoCoMo服務分析』資策會 通訊與網路分析 Jan. 2001

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