台灣四面環海且位於西北太平洋的中心地帶，由於有黑潮及親潮等洋流交會、且地質地形多樣化，因此造就多樣的生態系統；而豐富的海洋資源，讓台灣具備漁業發展的良好條件。台灣是全球遠洋漁業的主要國家之一，前五大水產漁獲中，就有四類由遠洋漁業所貢獻。由於全球疫情的蔓延，導致全球糧食生產及運輸受阻，台灣水產漁獲出口也受到打擊，因此在後疫情時代下，台灣遠洋漁業業者如何以不同的行銷思維及商業模式，來促進遠洋魚獲出口就為重要議題。
新冠疫情爆發後，全球消費及供應鏈面對明顯的改變，這些因素讓遠洋漁獲的出口貿易面臨不同的困境，台灣遠洋應如何突破現況來創造新的機會，就成為業者首要面對的問題，因此本研究針對遠洋漁獲產業為主的出口貿易加以探討，目的在分析台灣遠洋漁獲的內部優劣勢與外部競爭壓力，藉此發掘創新的商業模式。
研究結果方面，就核心能耐來看，價值來自於垂直整合服務；稀有性來自於漁獲資源有限，而且可替代性是非常低。就產業競爭五力結果來看，現有競爭者以大型貿易商及部分船東採自產自銷為主；新進競爭者方面，為要想要參與市場的貿易商，以及尚未自行銷售的船東；供應商議價力方面，配合船東增加貨源有利議價，但近年漁獲不穩，因此議價力稍減；消費者議價力與替代產品威脅方面，因漁獲並沒有替代產品，消費端難有議價空間。商業模式而言，是根據客戶貢獻度來做顧客區隔，價值主張為提供適合的計畫及方案及建立順暢聯繫管道，行銷通路為透過展覽及開發信件與良好形象讓客戶聯繫。顧客關係為不同客戶採不同模式維繫，並提供附加服務價值。營收模式方面，解決客戶問題及提供訊息來增加營收。關鍵資源為人才、採購及現金流。關鍵活動為提升知名度及整合資源給客戶。關鍵伙伴為船東及銀行。主要成本為人事，運輸及倉儲，未來將為漁船建造及捕撈的成本。未來新的商業模式應從貿易公司轉型為漁產公司，且要發展自有品牌才是長久經營之道。

Taiwan is surrounded by the sea and is located in the center of the Northwest Pacific Ocean. Due to the meeting of ocean currents such as the Kuroshio and the pro-tide, and the diverse geology and topography, it has created a variety of ecosystems; and the rich marine resources give Taiwan good conditions for fishery development. Taiwan is one of the major countries in the world's pelagic fisheries. Out of the top five fish catches, 4 categories are contributed by pelagic fisheries. Due to the spread of the global epidemic, global food production and transportation have been blocked, and Taiwan's aquatic fish exports have also been hit. Therefore, in the post-epidemic era, how can Taiwan's distant-water fisheries use different marketing thinking and business models to promote the export of distant-water fish. an important issue.
After the outbreak of the new crown epidemic, global consumption and supply chains have brought significant changes. These factors have brought different difficulties to the export trade of pelagic fish. How should COSCO Taiwan break through the current situation to create new opportunities has become the first thing that the industry faces. Therefore, this study takes a case as the research object, and discusses the export trade mainly based on the pelagic fishery industry. The purpose of this research is mainly to analyze the internal advantages and disadvantages of Taiwan pelagic fishery, the analysis of external competitiveness and the innovative business model.
In terms of findings, considering the core competence, value comes from vertically integrated services; rarity comes from limited catch resources and very low substitutability. As with the results of the five forces of industry competition, the existing competitors are mainly large traders and some shipowners produce and sell themselves; new competitors are traders who want to participate in the market, and shipowners who have not yet sold themselves; In terms of bargaining power of suppliers, it is beneficial to cooperate with ship owners to increase the supply of goods. However, in recent years, the fish catch has been unstable, so the bargaining power has decreased slightly. In terms of the bargaining power of consumers and the threat of substitute products, because there are no substitute products for fishing, there is little room for bargaining on the consumer side.
In terms of business model, it is to differentiate customers according to their contribution, the value proposition is to provide suitable plans and solutions and establish a smooth communication channel, and the marketing channel is to connect customers through exhibitions and development letters and a good image. Customer relationship maintains different models for different customers and provides additional service value. In terms of revenue model, solve customer problems and provide information to increase revenue. Key resources are talent, procurement and cash flow. Key activities are raising awareness and consolidating resources to clients. Key partners are shipowners and banks. The main cost is personnel, transportation and warehousing, and the future will be the cost of fishing boat construction and fishing. In the future, the new business model should be transformed from a trading company to a fishery company, and the development of its own brand is the only way to operate for a long time.

論文審定書…….……………………………………………………………………i
摘要…………………………………………………………………………………ii
Abstract ………..………………………………………………………………..…iii
目錄…………………………………………………………………………………v
圖次…………………………………………………………………………………vi
表次…………………………………………………………………………………vii
第一章 緒論………………………………………………………………………01
第一節 研究背景與動機……………………………………………………01
第二節 研究目的……………………………………………………………02
第三節 研究流程……………………………………………………………02
第二章 產業概況 …………………….………………………………………….04
第一節 全球漁業發展概況…………………………………………………04
第二節 台灣漁業發展概況…………………………………………………06
第三節 台灣水產品出口概況………………………………………………10
第三章 文獻回顧…………………………………………………………………12
第一節 資源基礎理論………………………………………………………12
第二節 產業競爭強度五力分析……………………………………………15
第三節 商業模式分析………………………………………………………18
第四節 水產漁獲銷售相關研究……………………………………………22
第四章 研究設計…………………………………………………………………26
第一節 研究結構……………………………………………………………26
第二節 研究對象……………………………………………………………26
第三節 研究方法與資料來源………………………………………………27
第五章 實證結果…………………………………………………………………29
第一節 個案公司簡介………………………………………………………29
第二節 深度訪談概要………………………………………………………33
第三節 公司核心能耐分析…………………………………………………44
第四節 產業競爭強度五力分析……………………………………………46
第五節 商業模式分析………………………………………………………48
第六節 研究分析總結………………………………………………………51
第六章 結論與建議………………………………………………………………52
第一節 結論…………………………………………………………………52
第二節 研究建議……………………………………………………………54
參考文獻 ..…………………………………………………………………………55

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三、 網路
1. https://ir.lendingclub.com/
2. https://kcmb.kcg.gov.tw/cp.aspx?n=105C9250E4E4A5DA