身處競爭激烈之珠寶市場之中，如何提出一套藍海策略？本研究旨在以創新商業模式之四構面與商業模式九宮格，探討如何建立珠寶錶帶客製化之營運模式。研究結果顯示，在顧客價值主張中，因該產業內之目標顧客群體多為具有相當經濟財富背景者，職業多屬商業集團之高階領導人與執行長，對於客製化有強烈需求；在顧客關係上，每一位顧客關係均需以耐心與細心之方式經營。利潤公式中，收入模式部分，營收來源為珠寶錶帶客製化設計服務費用；成本結構由材料成本、設計師的費用其他支出所組成。關鍵資源中，通路以實體店面為主；關鍵資源以耐心與細心的服務細節取勝；銷售員與錶帶設計師，必須具備高度專業能力，受過內部之專業訓練，以及經驗傳承擁有坊間珠寶鑑定、設計之相關證照；關鍵合作夥伴：與原物料珠寶供應商關係良好，建立策略聯盟。最後在關鍵流程中：為滿足高端顧客的價值主張，提供從事前諮詢、估價，到設計，取得商品到後續的售後服務，才算是擁有完整且全方位的珠寶錶帶客製化服務。

Amidst the competitive jewelry market, how to stand out with a Blue Ocean strategy? The research aims to study the formation of the customized operational model by four-dimension innovative business model and the 3 by 3 grid business model. The study has shown that most of the target customers within customer value claim come from wealthy background, which mostly is being in the position of senior leadership or the CEO, and has a high demand in customization. In the aspect of the customer relationship, each customers required specific conduct with patient and sensitivity. The source of revenue that takes part in the income model at the profit formula is the service fee of customized design for jewelry watchstrap; the cost structure consists of material cost, designer’s fee, other spends, etc. Inside the crucial resources, the brick-and-mortar stores are the priorities; and the value structure is built of the service detail with patient and sensitivity. Therefore, under the in-house professional training, the salesperson and the watchstrap designer must possess high level of professional discipline, field experiences and the relevant certificates regarding jewelry appraisal or jewelry design. In terms of crucial partnership, one must formed a positive relationship with jewelry material providers in order to create a strategic alliance. Finally, at the crucial process, one must take customer as the first priority and showcase the unique merchandise. In conclusion, for satisfying the demand of these customers, providing fully services from consulting to after sale services, that is called integrated the services of customized jewelry watch strap.

一、中文文獻
藍麗娟（譯）（2007）。亞洲名牌聖教－破解奢華爆炸的密碼（原作者：Chadha, R., and　Husband, P.）。台北市：天下雜誌。（原著出版年：2006）
尤傳莉（譯） （2012）。獲利世代（原作者：Alexander Osterwalder, and Yves Pigneur）。臺北市：早安財經文化。（原著出版年：2010）
朱延智（2007）。企業危機管理。台北：五南圖書出版股份有限公司。
李如卿（2009）。顧客奢侈品購買行為之探討-以鑽石連鎖專賣店為例（未出版之碩士論文）。國立臺灣科技大學管理研究所，台北市。
勤業眾信（2016）。 2016年全球奢侈品力量調查報告。勤業眾信聯合會計師事務所，消費產業報告書。
蘇怡文（2015）。產品感質設計之研究（未出版之碩士論文）。國立雲林科技大學工業設計系，雲林縣。
鍾憲瑞（2012）。商業模式：創新與管理。新北：前程文化。
曠文琪（2012）。策略大師為何救不了自己公司？。 商業周刊，1306，90-104。

二、英文文獻
Ait‐Sahalia, Y., Parker, J. A., and Yogo, M. (2004). “Luxury goods and the equity premium.” The Journal of Finance, 59(6), pp.2959-3004.
Bermond, B. (2008) . “The emotional feeling as a combination of two qualia: A neurophilosophical-based emotion theory.” Cognition and Emotion, 22(5), pp. 897-930.
Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies. Industrial and corporate change, 11(3), 529-555.
D’arpizio, C., Levato, F., Zito, D., and de Montgolfier, J. (2015). Luxury goods worldwide market study Fall-Winter 2015 : A Time to Act-How Luxury Brands Can Rebuild to Win. Bain and Company. Retrieved from https://www.bain.com/insights/luxury-goods-worldwide-market-study-winter-2015.
Davis, S. M. (1989). From “future perfect”: Mass customizing. Planning Review, 17(2), 16-21.
Deloitte (2016). “Global powers luxury good 2016.”
Deloitte (2017). “Global powers luxury good 2017.”
Deloitte (2018). “Global powers luxury good 2018.”
Johnson, M. W., Christensen, C. M., and Kagermann, H. (2008). “Reinventing your business model.” Harvard Business Rreview, 86(12), pp.57-68.
Kapferer, J. N. (2006). The two business cultures of luxury brands(pp.75-83). Los Angeles, LA: Brand Culture.
Mark, T. (2005). Fashion brands: Branding style from Armani to Zara. London . London, UK: Kogan Page.
Norman, Donald A. (2005). Emotional Design. New York：Perseus Books Group.
Osterwalder, A. (2004). The business model ontology: A proposition in a design science approach. Academia Working Paper. Présentée à l’Ecole des Hautes Etudes Commerciales de l’Université de Lausanne, Switzerland.
Osterwalder, A. and Pigneur, Y. (2010). Business Model Generation. New York: John Wiley & Sons Inc.
Pine, B. J. and Gilmore, J. H. (2011). The experience economy. Harvard Business Press.
Pink, D. H. (2005). A whole new mind: Moving from the information age to the conceptual age. New York: Riverhead Books.
Timmers, P. (1998). Business models for electronic markets. Electronic markets, 8(2), 3-8.
Tungate, M. (2005). Fashion brands: Branding style from Armani to Zara. London, UK: Kogan Page.

三、網際網路
孫曼（2017年6月30日）。裝飾新風潮！Gucci、Fendi都推出雙圈表帶。聯合新聞網。取自https://style.udn.com/style/story/8086/2556656 。
瑞士鐘錶工業聯合會。http://www.fhs.hk/zht/homepage.html。