Typology and Analysis of Business Model－Resource-Based View Perspective

• Main Authors: Yu-Kan Dai, 戴余侃
• Other Authors: 郭瑞祥
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/26744900408432980179

碩士 === 臺灣大學 === 商學研究所 === 98 === Recently, most of manufacturing firms in Taiwan choose OEM or ODM business model because of their excellent operating capability. However, with the profit of Contract Manufacturing mode being diluted slightly, many firms start to consider whether they should choose branding strategy or not. Therefore, the strategy of business model has become a very important issue nowadays. This study attempts to fill the gap in the literature by providing an integrative research framework through extensive literature review to identify the key determinants to examine the difference between various types of business model. Based on core competence perspective, this study constructs a topologic model with two major core competence： Technology capability and Market capability, and bring out four varieties of business model： contract manufacturing, product design, value integration, and brand focusing. thus, the 2X2 matrix and construct were developed and then examined through four case studies. By literature review of business model, this study develops five important determinants including Value Positioning, Resource Competence, Relationship Capital, Corporation Implementation and Strategic decision. Complying with the view of resource dependence and several literatures about core competence, the construct built up completely. Hence, we could use the construct to measure four different strategic decision . This study suggests that firms should measure their core competence carefully, and choose the moderate business mode for their own. Then, adjust their content of business model by learning from best practice of four successful cases in order to stand out in the world stage.