本研究探討天生全球化平台（platform），如何透過商業模式的創新，為該平台發展國際市場機會。本研究採多個案研究法，根據Cavusgil & Knight (2015) 對天生全球化的定義，篩選兩個代表新興經濟體的台灣天生全球化企業個案——Pinkoi設計品平台、EZTABLE餐廳訂位平台。進而根據Amit & Zott (2001)所提出價值創造的四個驅動要素－效率性（efficiency）、互補性（complementarities）、鎖定性（lock-in）、新穎性（novelty），比較天生全球化平台的商業模式創新特質。
本研究發現，透過效率性（efficiency）創造價值，是天生全球化平台商業模式創新的共通點。而兩個案的主要差異來自於平台的產品與服務特性。透過「賣家篩選機制」，Pinkoi較擅長利用鎖定性發展設計師啟動的正向網絡效應。由於「線上預訂預付，線下消費體驗」，EZTABLE較擅長透過互補性整合線上與線下資源（O2O, On-line to Off-line）。
本研究進一步發現，「關鍵合作夥伴」以及「在地化人力資源」，為天生全球化平台發展國際市場的重要關鍵因素。Pinkoi以關鍵合作夥伴為主力，發展日本等國際市場；其策略重點為建立「設計師社群」，以各國特色賣家吸引全球市場之買家，故發展方向從在地市場賣家到國外市場買家。EZTABLE則以在地化人力資源為主力，發展泰國等國際市場；其策略重點為聘任「在地團隊」，以掌握飲食文化之在地特色，故發展方向從吸引國外市場買家到在地市場消費。
根據前述研究結果，商業模式創新雖然有助於發展長期競爭優勢以及國際市場，天生全球化平台（platform）仍須注意商業模式的「在地化」，因地制宜組合價值創造的多元驅動要素。

This study aims to investigate how the born-global platforms develop their international markets by business-model innovation. Based on the definition of born global of Cavusgil & Knight (2015), this multiple-case research selected two cases of Pinkoi and EZTABLE, representing born-global platforms based in an emerging economy of Taiwan. Furthermore, this research compared the attributes of business-model innovation between these two born-global platforms, based on the four value drivers proposed by Amit & Zott (2001) -- efficiency, complementarities, lock-in, and novelty.
Regarding business-model innovation, this study found that both platforms have utilized the efficiency driver to create value; while highlighted other different drivers, due to the contrasting characteristics of their product and service. By the seller screening mechanism, Pinkoi utilized the lock-in driver more to develop the positive network effect initiated by designers. In a contrast, by the on-line reservation-payments and off-line consumption-experiences, EZTABLE utilized the complementarities driver more to integrate O2O (On-line to Off-line) resources.
In addition, this study also found that key partners and local human resources are two critical factors for born-global platforms to develop their international markets.  Pinkoi has relied more on key partners, such as social group of designers, to develop international markets, like Japan; therefore, its market has developed from promoting the local seller to attract global buyers. In a contrast, EZTABLE has relied more on local human resources, such as hiring local teams for capturing the location-specific food and culture, to develop international markets, like Thailand; therefore, its market has developed from attracting international buyers to local restaurants. 
My research found that business-model innovation facilitates the development of long-term competitive advantage and international markets. However, born-global platforms are recommended to adopt more localization strategies to integrate multiple drivers of value creation.

目錄
謝誌 i
中文摘要 ii
英文摘要 iii
目錄 iv
圖目錄 v
表目錄 vi
附件目錄 vii
第壹章 緒論 1
第一節 研究動機 3
第二節 研究目的 4
第三節 研究流程 5
第貳章 文獻探討 6
第一節 天生全球化 (born global) 7
第二節 平台 (platform) 9
第三節 商業模式創新 (business model innovation) 11
第參章 研究方法：個案研究法 15
第一節 研究設計 16
第二節 個案選擇：天生全球化平台企業 17
第三節 訪談與次級資料 19
第四節 資料分析 20
第肆章 平台商業模式創新 21
第一節 個案分析：Pinkoi設計品平台 22
第二節 個案分析：EZTABLE餐廳訂位平台 34
第三節 比較分析：平台商業模式創新 46
第伍章 國際市場發展 50
第一節 個案分析：Pinkoi平台之國際市場發展 50
第二節 個案分析：EZTABLE平台之國際市場發展 52
第三節 比較分析：國際市場發展策略 54
第陸章 結論與建議 59
參考文獻 60
附件 64

圖目錄
圖1-1 研究流程圖 5
圖3-1 研究架構圖 16

表目錄
表2-1價值創造來源之構面矩陣 13
表2-2價值創造來源之構面定義 14
表4-1 Pinkoi設計品平台簡介 23
表4-2 Pinkoi商業模式創新：效率性分析 24
表4-3 Pinkoi商業模式創新：互補性分析 26
表4-4 Pinkoi商業模式創新：鎖定性分析 28
表4-5 Pinkoi商業模式創新：新穎性分析 30
表4-6 Pinkoi商業模式創新：策略彙整 32
表4-7 EZTABLE餐廳訂位平台簡介 34
表4-8 EZTABLE商業模式創新：效率性分析 36
表4-9 EZTABLE商業模式創新：互補性分析 38
表4-10 EZTABLE商業模式創新：鎖定性分析 40
表4-11 EZTABLE商業模式創新：新穎性分析 42
表4-12 EZTABLE商業模式創新：策略彙整 44
表4-13 商業模式創新之比較分析 47
表5-1 Pinkoi平台之國際市場發展 51
表5-2 EZTABLE平台之國際市場發展 53
表5-3 國際市場發展之比較分析 55

附件目錄
附件一 Pinkoi設計品平台之創辦人背景 64
附件二 Pinkoi設計品平台大事紀 65
附件三 EZTABLE餐廳訂位平台創辦人背景 66
附件四 EZTABLE餐廳訂位平台大事記 67

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