Maker Space How To Make Money — 以商業模式探討台灣創客基地發展之研究

Study of a Business Model for Maker Space Development in Taiwan

「創客」為近年來熱門的話題，只要是將創意轉化成實物、樂於分享，即可成為 「創客」；創客聚在一起解決問題，並互相交流想法、創意和技能，進而發展出共同 空間一「創客基地」。本研究將以Osterwalder與Pigneur(2010)的九項商業模式進行 分析，瞭解目前創客基地的營運現況。訪談對象為11間創客基地之負責人，分別為 5間民營、3間公部門與3間學術單位。透過質性研究之深度訪談法進行訪談，進一 步使用內容分析法進行研究成果的陳述及三角檢核法進行信效度檢測。本研究歸納， 在商業模式評量指標中目標客層是以有需求、想法的顧客為主；價值主張是解決顧客 在生活上所遇到的困難，打造客製化的服務；通路多為建立官方網頁及社群網站；顧 客關係主要是透過問卷調查了解顧客需求;收益流多為設備使用費及課程活動收入； 關鍵資源主要是擁有良好環境的空間；關鍵活動為舉辦相關競賽等增加曝光率；關鍵 合作夥伴為學校及材料供應商；成本結構為人事成本及設備維護。從研究結果發現， 目前台灣創客基地位於發展階段，著重推廣創客精神，沒有固定客源，關鍵資源相當 稀缺，經營過程中之收益流，無法與成本支出達到平衡，因此目前經營方式較不完善， 尚在探索歷程中。

The “Maker” movement has been a popular topic in recent years. By transforming originality into objects and sharing them， everyone can be a “Maker”； Makers meet with each other， solve problems and exchange ideas， creativity， and skills to further develop a common place: “Maker Space.” This study conducts an analysis according to the nine business models of Osterwalder and Pigneur (2010)， in order to explore the current operations of Maker Space. The subjects are the managers of 11 Maker Space locations， including five in the private sector， three in the public sector， and three academic units. This study conducts in-depth interviews for qualitative research， describes the findings according to content analysis， and tests reliability and validity through triangulation. This study generalizes that， in the evaluation indices of the business models， target customers refer to those with particular needs and thoughts. The value claim of the Maker movement aims to solve the obstacles encountered by customers in life， and thus， create customized services which are displayed on official web pages and social network websites. The customer relationship mainly recognizes customers’ needs by questionnaire survey. Revenue streams are based on charges to use equipment and course revenues; key resources refer to the space of a positive environment; key activities are related competitions to enhance exposure; key partners are schools and material suppliers; cost structure is personnel costs and equipment maintenance. According to the research findings， currently， Maker Space in Taiwan is in the development phase， and thus， focuses on the promotion of the Maker spirit; however， it lacks regular customers and key resources， meaning that revenue streams from operations cannot be balanced with costs and expenditures. Hence， at present， operations are incomplete and in the process of exploration.