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| 题名: | 居家健身服務商業模式之研究 - 以T電信公司為例
A STUDY OF HOME FITNESS SERVICE BUSINESS MODELS : A CASE STUDY OF T T ELECOM COMPANY |
| 作者: | 吳美霖
Wu, Mai-Lin |
| 贡献者: | 詹文男
尚孝純
Tsan, Wen-Nan
Shang, Shari S. C
吳美霖
Wu, Mai-Lin |
| 关键词: | 台灣電信產業
居家健身
運動科技
五力分析
商業模式
Taiwan’s telecommunication industry,
Home fitness
Sports technology
Porter's Five Forces analysis
Business model |
| 日期: | 2023 |
| 上传时间: | 2024-02-01 11:04:51 (UTC+8) |
| 摘要: | 台灣電信業者面臨到人口飽和、競業價格戰競爭激烈，電信營收難以成長。因應5G 時代，電信業者積極開發智慧生活、數位經濟等整合應用服務，在後疫情時代，居家健身科技結合消費者的生活型態是個機會點，對於電信業者而言，是個符合消費者需求且有機會可提升營收之周邊加值服務或事業。
本研究先進行居家健身產業競爭分析，再探討適合台灣之居家健身服務特點，並以居家健身科技服務結合電信事業及集團資源為主題，研究居家健身科技服務之成功商業模式，符合現代消費者需求，成功創造新營收。期待本研究將可提供個案公司未來若經營居家健身服務之商業模式建議。
研究結論如下：
1.
電信市場面臨營收下滑的挑戰，需要積極尋找新的營收來源。
2.
5G 應用搭配「宅在家」需求，消費者對於居家健身的需求增加，輔以電信大數據精準定義潛在消費族群，將是個案公司的發展機會。
3.
輕量級居家健身服務適合台灣，台灣居家健身服務特點：豐富多元的運動課程、運用運動科技達到動作捕捉及數據回饋幫助運動成效、注重互動性及娛樂性。
4.
個案公司集團包含行動電信、固網、有線電視、電商平台，資源豐厚。應抓住居家健身需求，創造有別於競爭業者的差異性服務。
根據本研究結果，建議個案公司若要發展居家健身服務之商業模式如下：
1.
搭上居家健身的趨勢，發展居家健身APP 。價值主張定位為「智慧居家健身服務APPAPP，讓你隨時隨地自由安排健身計劃，實現你的健康目標，提升體態」
2.
運用電信大數據，找出目標客群，並針對目標客群之需求，發展客戶關係。
3.
結合公司集團核心資源，尋找適合的策略夥伴，發展關鍵活動，創造全方位的電信服務體驗。
Taiwan's telecommunications industry is facing challenges such as market
saturation, intense competition in pricing, m aking it difficult for telecom revenue to
grow. In response to the 5G era, telecom companies are actively developing integrated
services like smart living and digital economy applications. In the post pandemic era,
home fitness technology has become integrated into consumers' lifestyles, and telec om
companies are all actively developing value added services or businesses that meet
consumer d emands and can boost revenue.
This study begins with a competitive analysis of the
home fitness industry and then
explores the characteristics of home fitness services suitable for Taiwan. The primary
focus is on researching successful business models for home fitness technology services
that combine telecom business and group resources, aligning wi th consumer needs and
creating new revenue streams. The research concludes as follows:
1.
The telecommunications market faces the challenge of declining revenue and
needs to proactively seek new revenue sources.
2.
With the combination of 5G applications and the "stay at home" trend,
consumer demand for home fitness has increased. Utilizing telecom big data
to precisely define potential consumer segments presents a development
opportunity for the case company.
3.
Lightweight home fitness services are suitable for Taiwan, featuring a wide
range of exercise courses, the use of sports technology for motion capture and
data feedback to enhance workout effectiveness, and a focus on interactivity
and entertainment.
4.
The case company's group includes mobile telecommunications, fixed line,
cable TV, and e commerce platforms, providing abundant resources. Seizing
iii
the demand for home fitness and creating differentiating services from
competitors is recommended.
competitors is recommended.
Based on the research findings, the suggested business model for the case company
Based on the research findings, the suggested business model for the case company to develop home fitness services is as follows:to develop home fitness services is as follows:
1.
Capitalize on the home fitness trend by developing a home fitness app. The Capitalize on the home fitness trend by developing a home fitness app. The value proposition should be positioned as "Smart Home Fitness Service App, value proposition should be positioned as "Smart Home Fitness Service App, allowing you to schedule your fitness plans anytime, anywhere, achieve your allowing you to schedule your fitness plans anytime, anywhere, achieve your health goals, and improve yourhealth goals, and improve your physique."physique."
2.
Utilize telecom big data to identify target customer segments and develop Utilize telecom big data to identify target customer segments and develop customer relationships tailored to their needs.customer relationships tailored to their needs.
3.
Combine the core resources of the company group, seek suitable strategic Combine the core resources of the company group, seek suitable strategic partners, develop key activities, and create a comprehensive telecom service partners, develop key activities, and create a comprehensive telecom service experience.experience. |
| 參考文獻: | 一、
中文部分
1.國家通訊傳播委員會(2022)，台台併聽證會報告資料(111年9月29日)
2.陳金錫( 2016)，傳統照明企業的商業模式轉型之研究：以虹瑞斯品牌為例，國立臺灣大學管理學院臺大復旦EMBA 境外專班碩士論文，台北市。
3.張真瑜 (2022)，「運動科技」財團法人資訊工業策進會，產業情報研究所。
4.褚晏成( 2018)，智慧音箱台灣市場行銷策略之研究 以T公司為例，國立政治大學經營管理碩士學程碩士學位論文，台北市
二、
英文部分
1.Aaker D.A .(1989 ), “Managing Assets and Sk ill. The key to Sustainable Competitive Advantage 3,” California Management Review.
2.A lexander Osterwalder & Yves Pigneur(2010), Business Model Generation
3.Bruce D. Henderson ( “The Product Portfolio" Harvard Business Review. https://www.bcg.com/publications/1970/strategy the product portfolio
4. Kotler, P (1991) “Marketing Management: Planning and Control”, 7th edition,Englewood Cliffs, N.J. Pe a rson Prentice Hall.
5. Porter, M. (1980) "Competitive Strategy", The Free Press, New York, 1980.
6.Scott Brinker(2020), “Marketing Technology Landscape Supergraphic”
7.Timothy M. Devinney (2004) SWOT Analysis: It’s Time for a Product Recall"
Journal of Management Decision , Volume 42, Issue
三、
網站資源
1.Appfigures https://appfigures.com/tophttps://appfigures.com/top--apps/iosapps/ios--appapp--store/taiwan/iphone/healthstore/taiwan/iphone/health--andfitnesandfitnes--s
2.
JOHNSON--@Mirror 健身魔鏡https://www.johnsonfitness.com.tw/prod/?q=MIRRORhttps://www.johnsonfitness.com.tw/prod/?q=MIRROR--relaxrelax
3.
Nike Training Club https://www.nike.com/tw/ntchttps://www.nike.com/tw/ntc--appapp
4.
Nüli 女力--居家與重訓課表https://nuli.app/kol/candice/https://nuli.app/kol/candice/
5.
Peloton--Fitness & Workouts https://www.onepeloton.com/https://www.onepeloton.com/
6.
Uniigym--互動體感健身服務www.uniigym.com/tw_product/www.uniigym.com/tw_product/
7.
Wikipedia 維基百科全書網站，https://zh.wikipedia.org/https://zh.wikipedia.org/
8.
Wondercise--空中健身學院https://wondercise.com/zhhttps://wondercise.com/zh--hanthant
9.
台灣大哥大111年公司年報https://corp.taiwanmobile.com/investorhttps://corp.taiwanmobile.com/investor--relations/financial/annual_20230526_082442.htmlrelations/financial/annual_20230526_082442.html
10.
台灣博碩士論文知識加值系統
11.
國家通訊傳播委員會，https://www.ncc.gov.tw/chinese/index.aspx
12.
產業價值鏈平台--運動科技https://ic.tpex.org.tw/introduce.php?=5800
13.
數位發展部，https://moda.gov.tw/ |
| 描述: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
109932056 |
| 資料來源: | http://thesis.lib.nccu.edu.tw/record/#G0109932056 |
| 数据类型: | thesis |
| 显示于类别: | [經營管理碩士學程EMBA] 學位論文
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