Accuvally Inc. CEO Luo Tzu-wen in conversation with Luo Yi-chun, Managing Director and Head of China Strategy, Industrial Bank of Taiwan In the competitive electronic ticketing market, marketing capab
The Accupass event ticketing platform developed by Accuvally Inc. is used by the National CKS Cultural Center in Taiwan, and is already establishing a reputation for itself in the electronic ticketing market in China. In this “virgin territory” with a market worth billions of NT dollars, Accupass is achieving rapid growth thanks to its speed and flexible innovation capability.
新創公司盈科泛利打造的活動通平台(Accupass)在台灣成為國家兩廳院合作夥伴，在大陸的電子票券市場知名度也急速竄起，這塊百億市場的處女地，盈科泛利靠快速、彈性的創新力，大膽搶進。
ideas magazine invited Luo Yi-chun, Managing Director and Head of China Strategy at the Industrial Bank of Taiwan, who has been active in China in recent years and has an in-depth knowledge of venture capital companies and start-ups in both Taiwan and China, to examine the business model and management strategy that Accuvally has employed in Taiwan and China, and to put forward suggestions for improvement.
《創新發現誌(ideas)》邀請近年常在大陸活動，對兩岸創投與新創公司有深入觀察的台灣工業銀行常務董事兼中國策略執行長駱怡君，檢視盈科泛利在兩岸營運的商業模式及經營管理的策略，給予建議與提醒。
Luo Yi-chun: “Based on my understanding of the situation in China, while China’s ‘hardware’ infrastructure may be very impressive, there are still major weaknesses in terms of the ‘software’ and ability to provide effective service to customers. There is significant potential for using Taiwan as a test-bed for new types of customer-friendly services, getting the business model right in Taiwan first before replicating it in China; I feel that this is a sensible strategy.”
駱怡君：依我對中國大陸的了解，儘管硬體再發達，但是，對於軟體或體貼客戶等服務方面，目前仍十分欠缺；很多對客戶的貼心服務，可先以台灣作為練兵場，在台灣形成好的商業模式，再複製到大陸，會是比較好的作法。
“If you want to succeed in the electronic ticketing market, marketing ability is more important than technological capabilities. Chinese companies are able to replicate technology very quickly, so just having the best product isn’t necessarily sufficient to ensure success in China. To win in China, you need to roll out your network of business locations as quickly as possible so that as many people as possible become familiar with your services.”
要在票券市場決戰，行銷力勝過技術力，大陸複製速度很快，不見得是最好產品才能在大陸市場立足，而是要快速鋪點讓越多人知道，才比較有可能贏。
Accuvally CEO Luo Tzu-wen: “At our company, we think carefully about every stage in the implementation of our technology and marketing strategies. We don’t announce everything at once, and we don’t fool ourselves into thinking that none of our competitors will ever be able to match our technology. What we do try to do is to delay the point at which other firms can replicate our technology as long as possible; we try to make the barriers to entry as high as possible for them.”
盈科泛利執行長羅子文：公司在不同階段的技術、行銷等策略都會經過思考，我們不會一次把所有策略展現出來，我也不認為技術門檻是永遠突破不了，只是儘量拖長別人複製的時間，我們會儘量墊高進入這產業的門檻。
新創公司盈科泛利打造的活動通平台(Accupass)在台灣成為國家兩廳院合作夥伴，在大陸的電子票券市場知名度也急速竄起，這塊百億市場的處女地，盈科泛利靠快速、彈性的創新力，大膽搶進。
ideas magazine invited Luo Yi-chun, Managing Director and Head of China Strategy at the Industrial Bank of Taiwan, who has been active in China in recent years and has an in-depth knowledge of venture capital companies and start-ups in both Taiwan and China, to examine the business model and management strategy that Accuvally has employed in Taiwan and China, and to put forward suggestions for improvement.
《創新發現誌(ideas)》邀請近年常在大陸活動，對兩岸創投與新創公司有深入觀察的台灣工業銀行常務董事兼中國策略執行長駱怡君，檢視盈科泛利在兩岸營運的商業模式及經營管理的策略，給予建議與提醒。
Luo Yi-chun: “Based on my understanding of the situation in China, while China’s ‘hardware’ infrastructure may be very impressive, there are still major weaknesses in terms of the ‘software’ and ability to provide effective service to customers. There is significant potential for using Taiwan as a test-bed for new types of customer-friendly services, getting the business model right in Taiwan first before replicating it in China; I feel that this is a sensible strategy.”
駱怡君：依我對中國大陸的了解，儘管硬體再發達，但是，對於軟體或體貼客戶等服務方面，目前仍十分欠缺；很多對客戶的貼心服務，可先以台灣作為練兵場，在台灣形成好的商業模式，再複製到大陸，會是比較好的作法。
“If you want to succeed in the electronic ticketing market, marketing ability is more important than technological capabilities. Chinese companies are able to replicate technology very quickly, so just having the best product isn’t necessarily sufficient to ensure success in China. To win in China, you need to roll out your network of business locations as quickly as possible so that as many people as possible become familiar with your services.”
要在票券市場決戰，行銷力勝過技術力，大陸複製速度很快，不見得是最好產品才能在大陸市場立足，而是要快速鋪點讓越多人知道，才比較有可能贏。
Accuvally CEO Luo Tzu-wen: “At our company, we think carefully about every stage in the implementation of our technology and marketing strategies. We don’t announce everything at once, and we don’t fool ourselves into thinking that none of our competitors will ever be able to match our technology. What we do try to do is to delay the point at which other firms can replicate our technology as long as possible; we try to make the barriers to entry as high as possible for them.”
盈科泛利執行長羅子文：公司在不同階段的技術、行銷等策略都會經過思考，我們不會一次把所有策略展現出來，我也不認為技術門檻是永遠突破不了，只是儘量拖長別人複製的時間，我們會儘量墊高進入這產業的門檻。
