Key Resources Acquisition and Business Model Innovation in the Language School-Examples of Language Schools

• Main Authors: HSIEH, KUN-TA, 謝坤達
• Other Authors: LIN, TING-LING
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/j96d5g

碩士 === 國立臺北大學 === 企業管理學系 === 105 === The importance of business model has been on the spot light in recent years. Many scholars consider it as a new unit of analysis, offering a systemic perspective on how to do business, encompassing boundary-spanning activities, and focusing on value creation. A Scholar also proposed that it can be used as a cognitive instrument to assist entrepreneurial star-ups gain key resources or probe more deeply how different business model conceptions can act as a constraint or an opportunity in the next stage for managerial thinking in established firms(Baden-Fuller and Mangematin, 2013). This research is intended to discover how companies get the key resources in order to construct new business models. Therefore, it is suitable to use a qualitative case study. Hess International and Global Village Organization(GVO) are the leading English-learning brands in Taiwan. Two representative branches, from Hess and GVO are picked for analysis and comparison to see if there is any difference in their business model and key resources acquirement. The research result shows that the environment is an important factor for business model innovation. Both of the two case companies selected seized the opportunity of area development to create a new business model with the key resources to satisfy customer needs in different areas. In addition, because of the convenient proximity, the complementary key resources in two different business models from two branches result in synergies. Even though the case study is in the English-learning industry, the result can be applied for different industries for similar scenarios to proceed with relevant activities and business model adjustment.