美國運動醫學會(ACSM)於2020年底發佈了2021年全球健身運動趨勢調查，本次調查方式與以往相同，以線上問卷的方式詢問全球健康與健身相關產業人員的意見，預測出「居家健身」為2021年前二十名熱門健身項目之榜首。由於2020年COVID-19疫情的關係，全世界大部分的產業都受到了影響，其中健身產業市場版圖有了變化，「虛擬健身訓練」+「線上健身訓練課程」的崛起，迅速攻占健身產業市場。而「平台商業」模式也連結了平台雙邊兩端的經濟行為。
本論文以迅速崛起的美國健身產業的獨角獸-Peloton，被喻為「健身產業的Netflix」，從Peloton創立以獨特創新的商業模組「硬體+軟體」、「產品+服務」行銷模式，用6年多營運成果展現Peloton 創新行銷模式及價值主張，透過社群、平台、聯網、平台商業模式等整合為Peloton獨特「Apple＋Netflix」整合Peloton 硬體+app軟體(Apple軟硬體)+Peloton線上課程+平台+媒體(Netflix媒體)，運用軟體帶動硬體整合Peloton商品的行銷，以達到健身硬體設備整體商品銷貨動能，用Peloton硬體獨特性及方面性再帶動「訂閱」會員的提升，在運用健身教練的服務強化訂閱會員的「黏著性」，以觀察Peloton「Apple＋Netflix」整合式行銷運用在平台商業經濟模式中，Peloton如何達成企業的「價值創造」與「價值獲取」。同時也探究Peloton的商業模式，針對商業模式九宮格要素，又是如何規劃與連結，讓企業的價值主張可以為企業創造產品的「價值創造」，觀察Peloton的營運策略機制如何運作，讓經營層做出正確決策，為公司定位、為產品定位，為企業創造盈利，達成企業的「價值獲取」。
最後針對Peloton個案研究進行資料收集內容進行討論、資料分析進行歸納結論、研究意涵進行討論&歸納，提出所研究之結論。

The American Society of Sports Medicine (ACSM) released the 2021 Global Fitness Trends Survey at the end of 2020. The survey method is the same as before. It uses online questionnaires to ask the opinions of global health and fitness related industry personnel and predicts "home fitness" It will be the top of the top 20 popular fitness programs in 2021. Due to the COVID-19 epidemic in 2020, most industries in the world have been affected. Among them, the market layout of the fitness industry has changed. The rise of "virtual fitness training" + "online fitness training courses" has quickly captured the fitness industry market . The "platform business" model also links the economic behavior of the two sides of the platform.
In this paper, Peloton, the rapidly rising unicorn of the fitness industry in the United States, is referred to as the "Netflix of fitness industry". From Peloton, it creates a unique and innovative commercial module "hardware + software" and "product + service" marketing model. , Using more than 6 years of operating results to demonstrate Peloton's innovative marketing model and value proposition, through the integration of community, platform, networking, platform business models, etc., to Peloton's unique "Apple + Netflix" integration of Peloton hardware + app software (Apple software and hardware) + Peloton Online courses + platform + media (Netflix media), using software to drive the hardware integration of Peloton product marketing to achieve the overall sales momentum of fitness hardware equipment, and use the uniqueness and aspect of Peloton hardware to drive "subscription" members To upgrade, use the services of fitness coaches to strengthen the "stickiness" of subscription members to observe how Peloton's "Apple + Netflix" integrated marketing is used in the platform business economic model, and how Peloton achieves the "value creation" and "value acquisition" of the enterprise. At the same time, it also explores Peloton’s business model, focusing on the elements of the business model, and how to plan and connect so that the value proposition of the company can create product "value creation" for the company. Observe how Peloton’s operating strategy mechanism and strategic decision-making mechanism operate. Let the management make the right decisions, position the company, position the products, create profits for the company, and achieve the "value acquisition" of the company.
Finally, discuss the content of the data collection for the case study of Peloton, analyze the data to conclude the conclusion, discuss and summarize the research meaning of the case study, and put forward the conclusion of the research.

Allee,V. (2000). Knowledge Networks and Communities of Practice.
Anderson, J. C., Narus, J. A., & Van Rossum, W. (2006). Customer Value Propositions in Business Markets. Harvard business review, March .
Barrett, M., Oborn, E., & Orlikowski, W. (2016). Creating value in online communities: The sociomaterial configuring of strategy, platform, and stakeholder engagement. Information Systems Research, 27(4), 704-723.
Bowman, C., & Ambrosini, V. (2000). Value creation versus value capture: towards a coherent definition of value in strategy. British Journal of Management, 11(1), 1-15.
Buttle, F. (2009). Customer relationship management: Concepts and technology. Sydney: a Butterworth-Heinemann Title, 72.
Crabtree, B. F., & Miller, W. L. (1992). Doing qualitative research. Paper presented at the Annual North American Primary Care Research Group Meeting, 19th, May, 1989, Quebec, PQ, Canada.
Cusumano, M. A., & Gawer, A. (2002). The elements of platform leadership. MIT Sloan management review, 43(3), 51.
Chesbrough, H. (2006). Open business models: How to thrive in the new innovation landscape: Harvard Business Press.
Denzin, H. K.,& Lincoln. Y. S. (2005). Handbook of Qualitative Research,3.
Eisenmann, T., Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard business review, 84(10), 92
Eisenmann, T., & A Hagiu, (2008). Strategies two-sided platform, Case No. 9-808-004 Harvard Business School, Boston, Mass
Eisenmann, T., Parker, G., & Van Alstyne, M. (2011). Platform envelopment. Strategic management journal, 32(12), 1270-1285.
Evans, D. S., A. Hagiu, and R. Schmalensee. (2006). Invisible Engines: How software platforms drive innovation and transform industries. Cambridge, Mass：MIT Press.
Helfat, C. E., & Raubitschek, R. S. (2018). Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems. Research Policy, 47(8), 1391-1399.
Iansiti, M., & Levien, R. (2004). Strategy as ecology. Harvard business review, 82(3), 68-78, 126.
Jorgensen, D. L. (1989). The methodology of participant observation. Participant observation, 12-26.
Kambil, A., Ginsberg, A., & Bloch, M. (1996). Re-inventing value propositions.
Kotler, P. (2002). Marketing places: Simon and Schuster.
Kohtamäki, M., & Rajala, R. (2016). Theory and practice of value co-creation in B2B systems. In: Elsevier.
Lanning, M. J., & Michaels, E. G. (1988). A business is a value delivery system. McKinsey staff paper, 41(July).
Lambert, D. M., & Enz, M. G. (2012). Managing and measuring value co-creation in business-to-business relationships. Journal of Marketing Management, 28(13-14), 1588-1625.
Mohammadian, M., & Mohammadreza, M. (2012). Identify the success factors of social media (Marketing Perspective). International Business and Management, 4(2), 58-66.
Michel, S. (2014). Capture more value. Harvard business review, 92(10), 20.
Marshall W. Van Alstyne, & Geoffrey G. Parker, & Sangeet Paul Choudary. (2016). Platform Revolution: How Networked Markets Are Transforming the Economy―and How to Make Them Work for You.
McIntyre, D. P., & Srinivasan, A. (2017). Networks, platforms, and strategy: Emerging views and next steps. Strategic management journal, 38(1), 141-160.
Moore, J. F. (1993). Predators and prey: a new ecology of competition. Harvard business review, 71(3), 75-86.
Osterwalder, A., & Pigneur, Y. (2003). Modeling value propositions in e-Business. Paper presented at the Proceedings of the 5th international conference on Electronic commerce.
Osterwalder, A., and Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley & Sons.
Osterwalder, A., Pigneur, Y., Bernarda, G., and Smith, A. (2014). Value Proposition Design How to create products and services customers want.(Vol.2)：John Wiley & Sons.
Pagani, M. (2013). Digital business strategy and value creation: Framing the dynamic cycle of control points. Mis Quarterly, 617-632.
Priem, R. L., Butler, J. E., & Li, S. (2013). Toward reimagining strategy research: retrospection and prospection on the 2011 AMR decade award article. Academy of management review, 38(4), 471-489.
Pinho, N., Beirão, G., Patrício, L., & Fisk, R. P. (2014). Understanding value co-creation in complex services with many actors. Journal of Service Management.
Parker, G. G., Van Alstyne, M. W., & Choudary, S. P. (2016). Platform revolution: How networked markets are transforming the economy and how to make them work for you: WW Norton & Company.
Rheingold, H. (1993), The Virtual Community: Finding Commection in a Computerized World. Addison-Wesley Longman Publishing Co., Inc.
Rochet, J.-C., & Tirole, J. (2004). Defining two-sided markets.
Ramaswamy, V., & Ozcan, K. (2018). What is co-creation? An interactional creation framework and its implications for value creation. Journal of Business Research, 84, 196-205.
Saarijärvi, H., Kannan, P., & Kuusela, H. (2013). Value co‐creation: theoretical approaches and practical implications. European Business Review.
Schmidt, J., & Keil, T. (2013). What makes a resource valuable? Identifying the drivers of firm-idiosyncratic resource value. Academy of management review, 38(2), 206-228.
Tantalo, C., & Priem, R. L. (2016). Value creation through stakeholder synergy. Strategic management journal, 37(2), 314-329.
Thompson, W. (2018). Worldwide Survey of Fitness Trends for 2019. ACSMʼs Health & Fitness Journal, 22 (6), 10-17. In.
Van Alstyne, M. W., Parker, G. G., & Choudary, S. P. (2016). Pipelines, platforms, and the new rules of strategy. Harvard business review, 94(4), 54-62.
Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of marketing, 68(1), 1-17.
Yin, R. K. (1994). Discovering the future of the case study. Method in evaluation research. Evaluation practice, 15(3), 283-290.
菲利浦.科特勒. (2002) 科特勒營銷新論. 中國：中信出版社.
張雙文. (2007). 商務模式的價值主張設計研究. 科技進步與對策, 24(6), 143-146.
今津美樹. (2020). 商業模式創新實戰演練入門：原來創造自己的商業模式這麼簡單. 臺北: 如果出版社.
王有誠. (2019). 平臺商業模式開放邊界之初探.
吳仁和. (2020). 企業創新與價值創造. 臺灣: 元照出版.
王昶. (2010). 戰略管理：理論與方法. 中國：清華大學出版社
李宏. (2018). 平臺經濟新戰略. 中國: 中國經濟出版社.
陳威如, & 余卓軒. (2013). 平台革命: 席捲全球社交, 購物, 遊戲, 媒體的商業模式創新: 商周出版.
周海濤. 李永賢, & 張蘅. (2009). 個案研究設計與方法 (原作者: Robert K. Yin), 臺北市: 五南.
胡幼慧，& 姚美華(1996)，一些質性方法上的思考：信度與效度？如何抽樣？如何收集資料、登錄與分析？載於胡幼慧主編，質性研究：理論，方法及本土女性研究實例。質性研究—理論，方法及本土女性研究實例，頁141-158。
黃瑞琴. (1991). 質的教育研究方法. 台北：心理
林修銘. (2017). 以平臺經濟思維打造資本市場新契機. 證券服務, 657期, 26-28.
陳應龍. (2016). 雙邊市場中平臺企業的商業模式研究. 中國：浙江大學出版社
羅瑉, & 李亮宇. (2015). 互聯網時代的商業模式創新: 價值創造視角. 中國工業經濟(1), 95-107.
韓培爾. (1998). 社會科學方法論：量化與質化Q & A. 臺灣：風雲論壇出版社
胡家璿. (2017). 平臺經濟崛起商業模式的創新與挑戰. 工業技術與資訊月刊, 305, 42-43.
徐靖雯. (2017). 發展平台商業模式探索性研究: 以 Gogoro 為例. 經營管理碩士. 成功大學. 臺灣.
蕭志遠. (2014). 探討Facebook社群行銷與購物行為之研究. 資訊管理碩士. 中原大學. 臺灣.
李懿庭. (2015). 社群行銷對新產品行銷擴散之影響. 商學院在職專班碩士. 開南大學. 臺灣.
林峻民. (2002). 企業實務社群發展之探討-以V公司為例. 工業科技教育碩士. 臺灣師範大學. 臺灣.
沈宗逸. (2011). 企業運用社群網路之行銷模式探究：以臉書粉絲專頁為例. 科技管理碩士. 清華大學. 臺灣.
許凱元. (2020). Netflix在社群平臺的熱門影片屬性之研究 -以Facebook 與Instagram為例. (碩士). 東吳大學, 臺灣.
趙翊築. (2018). 價值主張對價值共創影響之探討. 企業管理碩士. 國立高雄應用科技大學, 臺灣
郭明煜. (2019). 健身行業沖出獨角獸，Peloton申請IPO：新的風暴已經出現？. 北京新浪網.
陳俁彤. (2020). 社群平臺商業模式創新之研究:以A公司為例. (碩士在職專班). 國立清華大學, 臺灣.
楊孟芯. (2020). 運動風潮起！全球當紅健身科技新創大揭密. 臺灣經濟研究月刊, 43卷2期, P120 - 128.
方世杰. (2020). 價值共創的迷思與省思. MII 金屬情報網. Retrieved from https://mii.mirdc.org.tw/Article/MasterDetail/