技術型新創加入商業生態系統的設計策略

The Design Strategy for Tech-startups to Join and Grow in the Business Ecosystem

商業生態系統的發展與中小企業的參與密切相關。然而，過去研究很少探討這類加入商業生態系統的新創企業，或從企業長期發展歷程中設計策略演進的觀點，探討新創企業與商業生態型公司的合作模式。本研究篩選出加入小米商業生態系統的「易來科技」、「雲米科技」、「純米科技」三家技術型新創，採用多重個案研究法，並對照相關文獻，以深度訪談方式了解三家新創企業與小米商業生態系統的合作過程的設計策略，以及設計在其發展歷程中發揮的作用。結果發現，技術型新創初期考量在於與現有商業生態系統資源互補，以降低業務啟動的風險，其業務發展，歷經從提供「以技術為主」的ODM轉向「技術與設計」的ODM，再發展為「設計與數據導向」的混合業務模式。而新創企業在與商業生態系關鍵主導者合作時，從初期被動的設計操作，逐步擴展到了企業策略的設計主導者，此過程中伴隨了設計知識從關鍵主導公司向新創企業的移轉，新創企業也從「技術型企業」演變成了「設計創新型企業」。新創企業初期採用「與商業生態系統一致」的設計風格以降低市場風險，其次發展「差異化」的設計策略，以滿足混合業務的規模化需求，後期則自建自主平台及數據系統「由數據驅動設計」。最後，儘管三公司均屬於技術型新創，分別從不同產業別加入商業生態系統，且初期合作模式相似，但三家公司成長快速，後期業務發展方向差異越來越大，分別專注於智慧照明與服務、智慧廚房產品與服務及智慧家電產品服務系統等領域，其發展策略及模式可提供相關產業參考。

The development of the business ecosystem is closely related to the participation of small and medium-sized enterprises (SMEs). However, past research has rarely explored startups that join the business ecosystem or investigated the modes and processes of collaboration between startups and business ecosystem companies from the viewpoint of the evolution of design strategies over the long-term development history of the firms. In this study, three technology-based startups, namely ''Yeelight Technology,'' ''Voimi Technology,'' and ''Chunmi Technology,'' that have joined the Xiaomi business ecosystem were selected. A multiple case study approach was used, along with relevant survey literature and in-depth interviews, to understand the collaboration process between the three startups and the Xiaomi business ecosystem and to examine the role of design in their development processes.
The results revealed that in the early stages, technology-based startups focused on complementary resources within the existing business ecosystem to reduce the risks of business initiation. Their business development progressed from providing primarily technology-based original design manufacturing (ODM) to a shift towards a ''technology and design'' ODM model, and eventually to a ''design and data-driven'' hybrid business model. When collaborating with the key companies in the ecosystem, the startups transitioned from passive design operations to becoming design leaders in enterprise strategy. Throughout this process, design knowledge transferred from the key company to the startups, transforming the startups from ''technology-oriented enterprises'' into ''design-driven-innovation enterprises.''
In the early stages, startups adopted a consistency design strategy that aligned with the business ecosystem, which helped mitigate market risks for new products. Subsequently, they developed differentiated design strategies to meet the scaling needs of their hybrid businesses. During the scaling stage, the startups established their own independent platforms and data systems, with design being driven by data.
Finally, although these three technology-based startups, which joined the same business ecosystem from different industries, initially adopted similar cooperation models, their business development directions have diverged significantly in the later stages following rapid growth. They now focus on distinct areas: smart lighting and services, smart kitchen products and services, and smart home product-service systems. The findings of this study can serve as a valuable reference for future technology-based startups aiming to join a business ecosystem.