本研究主要基於目前海運貨櫃運輸產業現況，其產業結構，市場同業競爭態勢，新競爭者商業模式加入，以及所選之個案研究公司，來探討基於國際大環境經濟以及競爭情勢的改變下海運貨櫃運輸產業商業模式改變及建議。
　　
　　海運貨櫃運輸業可說是一切國際貿易的基礎，貨櫃運輸也可說是人類文化及商業行為上的一大發明，在過去一百年的人類經濟展活動中，海運貨櫃運輸業帶動了國際進出口貿易的蓬勃發展，許多經濟起飛的國家或經濟體的崛起如早期的歐美，日，韓，台灣，新加坡，香港，甚至近期中國都與海運貨櫃運輸產業發展有密不可分的關係。但是近年來，隨著現代科技的日新月異以及國際經濟情勢的改變，海運業於2000年以來所面臨的挑戰不可謂不大，高度的資本和人力密集但在高度擴張競爭下造成航運運費低迷，航商們只能透過造大船及不斷整併彼此降低unit cost來競爭，但也使競爭趨近白熱化，甚至在2016年發生韓國韓進海運公司倒閉事件，於是乎各大航商間都在尋求一個新銷售商業模式以求突破，如依照客戶市場區隔服務，致力於提供End to End的解決方案，引進新平台技術On-Line銷售模式等等。

　　本研究將探討個案公司現今的時代，相對應於傳統的上下游交易與Supply Chain管理，在新的全球貿易環境及應用科技進步下；尤其是平台經營模式的興起反映著產業競爭與複雜度的提高下，如何調整策略並運用有效資源，訂定相對應競爭策略，及新的商業模式及銷售策略。並於轉換的過程當中如何繼續保持營利，對於其既有銷售模式，利益關係人間如貨主，收貨人，貨運承攬業者，港口運營者，金融業者，政府間維持平衡，使得海運貨櫃運輸公司轉換商業銷售模式中能達到最適化的管理。

　　研究採用文獻研究法以及個案研究法，搭配五力和九宮格分析，並加以資源基礎理論為基礎，以透過個案公司及其競爭對手高管，業內專家行銷智庫人員訪談的方式，尋求各利益關係人的看法與意見，並彙整全球產業演變相關資料與報告加以分析個案公司銷售最適管理模式，希望能提供產業企業在因應新市場競爭策略規劃參考，以及與個案公司在未來經營模式建議。

This study is mainly based on the current status of the current maritime container transportation industry, its industrial structure, market competition, new competitors, business model, and selected case study companies to explore the changes in shipping containers based on changes in the international macroeconomic environment and the competitive situation. Changes in the business model of the transport industry and recommendations.
The maritime container transport industry can be said to be the basis of all international trade. Container transport can also be regarded as a major invention in human culture and commercial behavior. In the past 100 years of the Human Economic Exhibition, the maritime container transport industry has driven international progress. The vigorous development of export trade, the rise of many countries or economies that took off from the economy, such as the early Europe and the United States, Japan, South Korea, Taiwan, Singapore, Hong Kong, and even the recent China, are all inseparable from the development of the maritime container shipping industry. However, in recent years, with the rapid changes in modern science and technology and changes in the international economic situation, the challenges faced by the maritime industry since 2000 have been irreproachable. High levels of capital and manpower, but in the highly expanding competition, have caused shipping freight to slump. Businessmen can only compete by building large ships and constantly reducing unit costs to each other, but it also makes competition even more intense. Even in 2016, South Korea's Hanjin Shipping Company collapsed. As a result, major airlines are seeking a new one. Sales business model for breakthrough, such as in accordance with the customer market segment service, is committed to providing end-to-end solutions, the introduction of new platform technology On-Line sales model and so on.
This study will explore the current era of case companies, corresponding to traditional upstream and downstream transactions and Supply Chain management, under the new global trade environment and the advancement of applied science and technology; in particular, the rise of platform business models reflects the competition and complexity of industries. Under the enhancement, how to adjust the strategy and use effective resources, formulate corresponding competition strategies, and new business models and sales strategies. And how to continue to maintain profitability in the process of conversion, for its existing sales model, stakeholders, such as shippers, consignees, freight contractors, port operators, financial industry, and the government maintain balance, making the ocean container transport company convert Commercial sales model can achieve optimal management.
The case study method was used in the study to seek opinions and opinions of various stakeholders through case companies and competitors’ executives, and interviews with think tanks by industry experts, and to gather data and reports on global industry evolution to analyze case company sales. The optimal management model hopes to provide industry enterprises with advice on strategic planning in response to new market competitions, as well as proposals for case management companies in the future.

論文審定書 i
誌　謝 ii
摘　要 iii
Abstract v
目　錄 vii
圖　次 ix
表　次 x
第一章　緒論 1
第一節　研究背景與動機 1
第二節　研究目的 3
第三節　研究流程 4
第四節　研究範圍與限制 5
第二章　文獻探討 6
第一節　五力分析 6
第二節　獲利模式-商業模式九宮格 8
第三節　核心能力，競爭優勢與經營競爭策略 12
第四節　平台經濟 20
第三章　研究設計 25
第一節　研究結構 25
第二節　文獻分析法 26
第三節　個案研究法 27
第四節　質性訪談及受訪對象 28
第四章　 產業現況趨勢 31
第一節　前言 海運貨櫃運輸業與世界經濟 31
第二節　海運貨櫃運輸業產業現況及其危機 32
第三節　海運貨櫃運輸業商業模式及其挑戰 37
第四節　新平台銷售模式 41
第五節　區塊鏈應用 42
第六節　個案公司簡介-馬士基集團（A.P. MOLLER-MAERSK LINE） 43
第五章　個案分析 47
第一節　產業分析，以個案馬士基公司為例 47
第二節　產業未來挑戰趨勢 51
第六章　結論與建議 53
第一節　結論 53
第二節　建議 54
參考文獻 57
一、中文 57
二、英文 58
三、網路 59

一、中文
1. 方至民，2015、策略管理：建立企業永續競爭力(4/e)
2. 陳威如、余卓軒，2013，平台革命
3. 陳威如、王詩一，2016，決勝平台時代
4. 平台經濟模式 – 從啟動、獲利到成長的全方位攻略
 
二、英文
1. Andersen, O. and Kheam, E. (1998), Resource-Based Theory and International Growth Strategies: An Exploratory Study, International Business Review, Vol. 7, pp. 163-184.
2. Barney, J. B. (1991), Firm Resource and Sustained Competitive Advantage, Journal of Management, Vol. 17, pp. 99-120.
3. Das, T. K. & Teng, B. S. 2000, A Resource-Based Theory of Strategic Alliance, Journal of Management, 2000, Vol. 26, No. 1, pp. 31-61.
4. Ghemawat, P. & Rivkin, J. W., Creating Competitive Advantage, Harvard Business School Note, 1998.
5. Grant, R., Analyzing Resources and Capabilities, Contemporary Strategy Analysis, January 2007, 7th Edition, pp. 123-168.
6. Henry, A., The Internal Environment: A Resource-Based View of Strategy, Understanding Strategic Management, December 2007, pp. 124-150.
7. MergeGlobal Value Creation Initiative, Insomnia – Why Challenges Facing the World Container Shipping Industry Make for More Nightmares than They Should, American Shipper, July 2008, pp. 68-85.
8. Pierre, C., Strategic Alliances in Liner Shipping: An Analysis of Operational Synergies. University of Nantes, Faculte des Sciences Economiques et de Gestion dissertation.
9. Porter, M. E. (2008), The Five Competitive Forces That Shape Strategy, Harvard Business Review, January 2008, Vol. 86, Issue 1, pp. 79-93.
10. Prahalad, C. K. & Hamel, G., The Core Competence of the Corporation, Harvard Business Review, May/June 1990, Vol. 68, Issue 3, pp. 79-91.
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13. 張瑞芬, 侯建良等 (2007), Global Logistics Management, 新竹市, 國立清華大學出版社 .

三、網路
1. Alphaliner Reports: http://www.alphaliner.com
2. American Shipper – International Trade & Logistics: http://www.americanshipper.com
3. Bloomberg Businessweek: http://www.businessweek.com
4. Bunker World: www.bunkerworld.com
5. Containerization International: http://www.ci-online.co.uk
6. Heymann, E., Prospect for the Container Shipping Industry, Deutsche Bank Research, December 2008.
7. International Maritime Organization: http://www.imo.org
8. Lin & Associates, Maritime Law Office, Maritime Laws & Regulations (Taiwan)
9. Maersk Annual Report 2009: http://www.maerskline.com
10. Maersk Line, Trans-Pacific Maritime Conference, March 2010: Beyond the Storm – The Industry Customers Ask For PPT
11. Nippon Yusen Kabushiki Kaisha Annual Report 2009: http://www.nykline.com
12. Nippon Yusen Kaisha Research Group: World Containership Fleet and Its Operations 2009.
13. Trading Economics - Global Economics Research: http://www.tradingeconomics.com
14. Tufton Oceanic Hedge Fund: Container Shipping 2010 Outlook PPT
15. UNCTAD/DTL/TLB/2009/2 (April, 2010), Oil Prices and Maritime Freight Rates: An Empirical Investigation, United Nations Conference on Trade and Development.
16. Wikipedia: http://en.wikipedia.org
17. http://wiki.mbalib.com/zh-tw/企业竞争优势