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| 題 名 | 傳統農業轉型之方式與經營模式之探討--以魚菜共生產業為例=A Study of Organizational Transformation and Business Model of Traditional Agriculture--A Case Study of Aquaponics |
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| 作 者 | 謝惠元; 朱冠蓉; 陳佩宜; 林良儒; 陳子彤; | 書刊名 | 青年企業管理評論 |
| 卷 期 | 2017特刊 2017[民106] |
| 頁 次 | 頁115-133 |
| 分類號 | 431.2 |
| 關鍵詞 | 魚菜共生; 產業轉型; 價值鏈活動; 經營模式; Aquaponics; Industrial transformation; Value chain; Business model; |
| 語 文 | 中文(Chinese) |
| 中文摘要 | 本研究探討傳統產業轉型的方式,以魚菜共生產業為研究個案,運用產業組織理論 SCP 模型分析 突破式變革在價值鏈活動的選擇、關鍵成功因素、及經營模式與傳統產業之差異,本研究以質性研究、 個案研究,進行實證分析,針對黃天佑農場、竹笙林農場、及思原農場等三家魚菜共生農場經營者進 行深度訪談,依內容分析法分析得到結論,發現傳統農業歷經多年的漸進式變革,在轉型時已朝向突 破式變革之趨勢,本研究發現魚菜共生產業是突破性的變革,在產業定義與產業邊界上重新定義,且 其價值鏈活動、關鍵成功因素、及經營模式皆與傳統產業有明顯的差異。 在價值鏈活動中傳統產業著重在投入與生產方面,魚菜共生則在價值鏈延伸至行銷、銷售、通路、 服務、附加價值服務。且根據其注重的活動不同分成量產型、體驗型、服務型等之魚菜共生。在關鍵 成功因素本研究以產業組織理論(SCP)模型作為架構,發現在環境面(S)之因素,魚菜共生注重技術、 市場需求、經濟、環保、特定客群、產品及價值、與差異化的能力如肥料的能力、可體驗的能力、與 產品履歷的能力。在組織行為方面(C)之因素,魚菜共生重視經營方向及重點、行銷與通路的能力、資 源與能力、特殊條件、及有進入的門檻。在績效方面(P)之因素,魚菜共生重視口碑、與實際績效表現。 而在經營模式上與傳統農業不同,在經營模式的元件上魚菜共生以特定的客群與不完全競爭的市場, 強調產品是生活化的及環保的價值主張,注重在服務的活動,價值鏈活動延伸至附加價值及顧客,且 較短與虛擬的通路及外包程度較低,並以精緻化的生產方式,使用網狀溫室的方式替代農藥,以服務 為主要收入方式,且偏向價值導向。 本研究建議魚菜共生產業應擴大網絡合作,聚焦在最具差異化的活動之中,瞭解基本的生存條件及建立一套經營模式來管理產業,並將變革制度化與績效數據化。 |
| 英文摘要 | This research examines traditional agriculture transformation using Aquaponics as an example of disruptive change of industry. Based on Industrial Organization theory we analyze the selection of value chain activity, key success factors, business model of the disruptive change and its difference from traditional agriculture. The empirical study mainly uses qualitative methodology and case study to interview in-depth the owner of three cases i.e. Huang Tien Yu, Chu Hsien Lin, and Hsih Yuan farms. By Contents Analysis of interview we found that traditional agriculture is facing disruptive change such as Aquaponics implying redefining agriculture and its boundary. In addition the value chain activity, key success factors, and business model of Aquaponics differs from traditional agriculture. The traditional agriculture emphasized input and transformation activity in value chain, however the disruptive change shifts and extends to marketing, sales, distribution channel, customer services, and value added services. Three types of disruptive change can be identified such as production, experiencing, and service Aquaponics stressing on different value activity. Under the framework of Industrial Organization Model (Structure-Conduct-Performance) the key success factors of disruptive change in the external environment (S) are technic, market demand, economic growth, environmental protection, specific market segmentation, product and value proposition, and ability to differentiate such as fertilizer, experiencing, and input materials’ certification. The success factors in the organization (C) lie in the competences of strategic direction, marketing and distribution channel, resources and problem solving, special capability, and entry barriers. The success factors in the organization performance (P) are reputation and operational excellence. Varying from traditional agriculture the business model of disruptive change focuses on specific market segment and incomplete competitive market, a daily live produce and value proposition of environmental protection, extended and shifted value chain activities to customer value added services, shorter and virtual distribution channel, less subcontracting, differentiating in delicate and anti-pesticide production by lattice greenhouse, service revenue as the main income, and value orientation. We suggest that the disruptive change should increase network cooperation, focus on the most differentiating activities, recognize its key success factors and build a business model to manage this new industry, institutionalize change, and measure performance. |
本系統中英文摘要資訊取自各篇刊載內容。