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台灣數位學習產業經營策略之比較-以美樂蒂公司和日躍科技為例 = Oper...

國立高雄大學高階經營管理碩士在職專班(EMBA)

台灣數位學習產業經營策略之比較-以美樂蒂公司和日躍科技為例 = Operation Strategy of E-Learning in Taiwan －A Comparison Of Two Cases

紀錄類型:	書目-語言資料,印刷品 : 單行本
並列題名:	Operation Strategy of E-Learning in Taiwan －A Comparison Of Two Cases
作者:	李宗銘,
其他團體作者:	國立高雄大學
出版地:	[高雄市]
出版者:	撰者;
出版年:	民99[2010]
面頁冊數:	82面圖，表 : 30公分;
標題:	數位學習
標題:	e-learning
電子資源:	http://handle.ncl.edu.tw/11296/ndltd/16624766880642435569
摘要註:	全球各地數位學習產業隨著知識經濟之需求而蓬勃發展，台灣在政府政策的引導下，數位學習產業發展神速，如今數位學習在資訊科技的不斷推陳出新，加上產業界的努力推動下，除電腦外已有多種型態展現，例如互動電視、光碟、學習網站、電子白板、電子書閱讀器、Wii、手機等等學習工具，皆可提供正規教育與非正規教育之在學或在職、企業內部、軍公教教育訓練、甚至家庭主婦、退休人士等之終生學習內容。然而，數位學習產業仍處於一個極待競爭策略的階段，也因此使得其經營策略更加的受到重視。本論文透過個案研究法，以美樂蒂(學習內容為核心)及日躍科技(數位技術為核心)兩家數位學習公司為研究對象，透過深度訪談兩家個案公司的高階主管，並採用一般經營模式及SWOT分析等分析技術，從宏觀與策略性的觀點來探討個案公司之競爭優劣勢，以提供數位學習相關產業之參考。研究發現指出：(一) 學習內容擁有者應積極將現有產品內容做成數位學習產品與現有產品共同搭配銷售，同時也考量實體通路搭配虛擬通路；(二) 學習內容擁有者應善用政府資源，多多爭取獎金、補助、或租稅優惠等；(三) 數位技術為核心者應善加利用平台行銷及擴展虛擬通路；(四) 數位技術為核心者應儘早規劃雲端數位服務企業模式；(五) 數位學習產業應以價值鏈為發展考量，尋求異業結盟、資源共享、優勢互補之可能性。關鍵詞：數位學習、數位內容、數位化技術、SWOT With the advent of the knowledge economy era, development in the e-Learning industry has evolved extensively. Under the guidance and encouragement of the Taiwan government, the e-Learning industry has shown rapid improvements in the support of advanced information and communication technology. It has demonstrated its success in various devices such as interactive TV, DVD, learning websites, electronic whiteboards, e-book readers, the Wii, and mobile phones. These devices can be used for learning by students, employees, housekeepers, and for continuous learning after retirement. However, the e-Learning industry is still in its infancy stage and needs competitive strategies. In consequence, its operation strategy becomes one of the most important issues. This thesis conducts a qualitative study of the e-Learning operation strategy of two cases (one aims at digital contents and another at content technologies). The data is collected by interviewing companies’ executives. General business model and SWOT analysis are employed to derive research results. Research findings indicate that (1) content providers should transform their existing products into digital form and sell them in portfolio via both physical and virtual channels, (2) content providers should utilize governmental resources, such as rewards, subsidies, and/or tax incentives, (3) content technology provider should use platform marketing and virtual channels, (4) content technology provider should take quick actions on the service business model of cloud computing, and (5) e-Learning industry should consider value-chain such as cross-sector alliance, resource-sharing, and strength complementation as a strategy.Keywords: e-learning, digital content, digitalization technology, SWOT

台灣數位學習產業經營策略之比較-以美樂蒂公司和日躍科技為例 = Operation Strategy of E-Learning in Taiwan －A Comparison Of Two Cases
李, 宗銘

台灣數位學習產業經營策略之比較-以美樂蒂公司和日躍科技為例 = Operation Strategy of E-Learning in Taiwan －A Comparison Of Two Cases / 李宗銘撰 - [高雄市] : 撰者, 民99[2010]. - 82面 ; 圖，表 ; 30公分.
參考書目：面.
數位學習e-learning

台灣數位學習產業經營策略之比較-以美樂蒂公司和日躍科技為例 = Operation Strategy of E-Learning in Taiwan －A Comparison Of Two Cases
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