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Student Number 964301020
Author Tzu-wen Kuo(郭子文)
Author's Email Address No Public.
Statistics This thesis had been viewed 1307 times. Download 1522 times.
Department Executive Master of Business Administration
Year 2009
Semester 1
Degree Master
Type of Document Master's Thesis
Language zh-TW.Big5 Chinese
Title The business model of accelerating customers to adopt new products-Case study of LED light tubes
Date of Defense 2010-01-09
Page Count 70
Keyword
  • Business Model
  • Cost Behavior
  • Disruptive Innovation
  • Energy Saving
  • LED
  • Lighting Industry
  • Market Chasm
  • Abstract Due to the high market price, it is hard to promote LED tubes nowadays. The market price of LED tubes is 17.5 times than that of fluorescent tubes. Although the advantages of LED tubes are energy saving and eco-friendly, it doesn’t help to earn a high market price. Normally, a total new product (disruptive innovation) takes time to phase in the market because no one know the product in the beginning stage. Or even end users know the products but are not familiar with theirs advantages. Or end uses know the advantages of the products very well, but can’t afford to pay such a price. LED tubes are facing the high market price issue and can’t cross the chasm between Market introduction stage and Growth stage.
      In accounting, fluorescent tubes belong to expense account. However, the life span of LED tubes is almost 50,000 hours. After studying definition of Accounting, law or government regulations, LED tubes can belong to asset account. Due to this change of cost behavior, for enterprises, the loan can be collateralized by LED tubes and then the fund dispatching can be more flexible. The purchase decision of LED tubes should be complex. Buyers should consider the total cost, included products performance, durable time and saving energy cost, not the market price only. 
      For the business model of LED tubes, the lump sum, installment or lease all can execute well. However in buyer views, if for the long period project, the installment model is the best choice. If for the short period project, the lease should be the best choice. In seller views, whether the project is for long or short period, the lease model is the best choice.
      Usually innovations are hard to cross the chasm because of the high market price. If we modify our business model to lease, all innovations can have opportunities to enlarge the market share.
    Table of Content 中文摘要i
    英文摘要ii
    誌謝iii
    圖目錄vi
    表目錄vii
    一、緒論1
      1-1問題背景1
      1-2研究動機目的1
      1-3研究範圍與限制2
      1-4研究流程3
    二、文獻探討5
    三、產業分析13
      3-1照明產業發展13
      3-2傳統螢光燈管與LED燈管經濟效益比較16
      3-3國外目標市場評估18
      3-4照明器材創新對成本習性影響22
    四、加速顧客採用的經營模式24
      4-1經營模式比較24
      4-2經營模式選擇46
      4-3營業風險控制53
    五、結論與建議57
    參考文獻62
    附錄64
      附錄一 京都議定書締約國與簽署國64
      附錄二 固定資產定義65
      附錄三 固定資產之折舊方法66
      附錄四 租賃相關法規69
      附錄五 銀行法擔保授信相關規定68
      附錄六 政府採購法69
    Reference 一、中文部份
    1.安妮塔.麥格漢(A.M. McGahan)著,創新的軌跡 (How industries Evolve) ,李芳齡譯,天下文化,台北,2007。
    2.克里斯汀生(C.M. Christensen),雷諾(M.E. Raynor)著,創新者的解答(The Innovator’s Solution),李芳齡、李田樹譯,天下文化,台北,2004。
    3.吳桂燕著,財務管理,天一圖書公司,民國八十年。
    4.林建煌著,行銷管理,華泰文化,台北,2008年。
    5.約瑟夫•熊彼特(J.A. Schumpeter)著,經濟發展理論 (Theory of Economic Development),何畏、易家詳譯,左岸文化,台北,2005。
    6.賴士葆著,科技管理,華泰文化,台北,2004。
    7.陳妙真著,“租賃會計處理準則之探討”,華控月刊,45期,pp.19-23,2006。
    8.京都議定書締約國與簽署國資訊。民國九十八年十一月取自:維基百科http://www.wikipedia.org/。
    9.台灣法規資訊。民國九十八年十月取自:全國法規資料庫http://law.moj.gov.tw/。
    二、英文部份
    1.H. Assael,Consumer Behavior and Marketing Action,Cincinnati,Ohio:South-Western College Publishing,1995。
    2.Booz,Allen & Hamilton,New Products Management for the 1980s,New York,Booz, Allen and Hamilton Inc.,1982。
    3.W. Boulding and M. Christen,“Sustainable Pioneering Advantage? Profit Implications of Market entry Order?”,Marketing Science,22,pp.371-386,2003。
    4.M.D. Bunn,“Taxonomy of buying decision approaches”,Journal of Marketing,57,pp.38-56,1993。
    5.R.G.Cooper and E.J.Kleinschmidt,New Products:The Key Factors in Success,Chicago,American Marketing Association,1990。
    6.R.G.Cooper and E.J.Kleinschmidt,“New Products: What separates Winners from Losers”,Journal of Product Innovation Management,4,pp.169-184,1987。
    7.R.G.Cooper and E.J. Kleinschmidt,“What makes a new product a winner?. Success factors at the project level”,R&D Management,17,pp.175-189,1987。
    8.C.W.L. Hill & Gareth R. Jones,Strategic Management Theory,New York,South-Western College Pub,2008。
    9.C.W. Lamb,J.F. Hair and C. McDaniel,Marketing,Cincinnati,Ohio:South-Western College Publishing,2007。
    10.M. Lieberman and D. Montgomery,“First Mover Advantages”,Strategic Management Journal,9,pp.41-58,1988。
    11.C. Markides and P. Geroski,“Teaching Elephants to Dance and Other Silly Ideas”,Business Strategy Review,13,pp.49-61,2003。
    12.G.A. Moore,Crossing the Chasm,New York,Harper Business,2006。
    13.K.Philips,Marketing Management︰Analysis,Planning,Implementation,and Control,New Jersey,Prentice Hall,1997。
    14.Porter M.E.,“The Competitive Advantage of Nations”,Free Press,New York, pp.127,1990。
    15.E.M. Roger,Diffusion of Innovations,New York,Free Press,1983。
    16.J.A. Schumpter,The Theory of Economic Development,Cambridge,MA,Harvard Economic Studies,1934。
    17.J.L. Zaichkowsky,“Measuring the Involvement Construct”,Journal of Consumer Research,12,pp.341-352,1985。
    Advisor
  • Dong-shang Chang(張東生)
  • Der-chao Chen(陳德釗)
  • Files
  • 964301020.pdf
  • approve in 2 years
    Date of Submission 2010-01-18

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