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研究生： 郭仲軒
Chung-Hsuan, Kuo
論文名稱： GatherGO: 以旅遊為切入點之群體活動協作作業系統商業計畫
GatherGO: A business plan for a travel-wedge collaboration OS for group activity coordination
指導教授： 吳文傑
口試委員: 史蘭亭
嚴萬軒
學位類別： 碩士
Master
系所名稱： 商學院 - 國際經營管理英語碩士學位學程(IMBA)
International MBA Program College of Commerce(IMBA)
論文出版年： 2026
畢業學年度： 114
語文別： 英文
論文頁數： 110
中文關鍵詞： 協作 、群體活動 、旅遊 、創業驗證 、動態遊記
外文關鍵詞： Collaboration, Living Travelogue, Group Activity, Travel, Startup Validation
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    • 本論文將發展 GatherGO，一個預計以台灣為起點、定位為群體活動協作作業系統（Collaboration OS）的數位平台。本商業計劃處理活動意圖與實際執行之間反覆出現的落差：使用者可能想要組織或參與群體活動，但由於資訊、時程、參與者決策、信任訊號、付款與回憶分散在不同工具之中，協調過程往往中斷。為建立聚焦的驗證路徑，本論文以旅遊作為初始切入點，因為旅遊同時集中多項協調挑戰，且相較於許多非正式群體活動類別，具有較完整的公開資料可供分析。

    本論文提出的解決方案為 Living Travelogue，亦即一套支援規劃、分享、協調與再利用的結構化紀錄系統。其最小可行產品（MVP）邏輯聚焦於四個核心模組：分享與再利用、時程安排與共識形成、信任與旅伴適配，以及費用清晰化。初始目標市場為台北都會區，包含桃園與新竹，年齡介於 20 至 39 歲、會組織或參與二至六人自助小團體旅遊的都市專業人士。商業模式採取階段式變現邏輯，首先以聯盟行銷佣金作為初期收入來源，在足夠的每月活躍使用者（MAU）與使用者意圖訊號獲得驗證後，再加入情境式置入收入，並將進階訂閱視為驗證後的次要機會。

    本論文結論指出，GatherGO 的商業機會具有意義，但仍具條件性。財務模型顯示，在基本情境假設下，外包開發 MVP 與階段式變現方式可能支持早期驗證。然而，此創業計畫的可行性取決於旅遊切入點是否能產生足夠的使用者密度、持續性的協調行為、具交易準備度的活動，以及成本紀律。因此，建議路徑並非立即擴張，而是透過受控的 Beta 驗證、使用者回饋蒐集，以及以行為與財務證據為基礎的階段門檻式擴張逐步推進。

    This thesis develops GatherGO, a proposed Taiwan-based digital platform positioned as a Collaboration OS for group activity coordination. The business plan addresses a recurring gap between activity intention and actual execution: users may want to organize or join group activities, but coordination often breaks down because information, schedules, participant decisions, trust signals, payments, and memories are scattered across separate tools. To create a focused validation path, the thesis uses travel as the initial wedge because travel concentrates multiple coordination challenges and provides stronger public data availability than many informal group-activity categories.

    The proposed solution is the Living Travelogue, a structured system of record that supports planning, sharing, coordination, and reuse. Its MVP logic focuses on four core modules: sharing and reuse, scheduling and consensus, trust and companion fit, and expense clarity. The initial target market is urban professionals aged 20–39 in the Taipei metropolitan area, including Taoyuan and Hsinchu, who organize or join self-planned small-group trips of two to six people. The business model follows a staged monetization logic, beginning with affiliate commission, adding contextual placement only after sufficient Monthly Active Users (MAU) and user-intent signals are validated, and treating premium subscription as a minor post-validation opportunity.

    The thesis concludes that GatherGO’s opportunity is meaningful but conditional. The financial model suggests that the proposed outsourced MVP and staged monetization approach may support early-stage validation under the base-case assumptions. However, the venture’s feasibility depends on whether the travel wedge can generate sufficient user density, retained coordination behavior, transaction-ready activity, and cost discipline. Therefore, the recommended path is not immediate scaling, but controlled beta validation, user feedback collection, and stage-gated expansion based on behavioral and financial evidence.

    Acknowledgement iii
    Abstract iv
    TABLE OF CONTENTS v
    LIST OF FIGURES AND TABLES x
    1. Executive Summary 1
    2. Problem Statement / Context 3
    2.1. Market Context and Participation Gap 3
    2.2. Fragmented Coordination Workflow 3
    2.3. Core Coordination Frictions 4
    2.4. Evidence of Unmet Needs 5
    2.5. Why the Problem Matters 5
    2.6. Travel as the Initial Validation Wedge 6
    2.7. Problem-to-Solution Bridge: Toward a Collaboration OS 6
    3. Company Overview 7
    3.1. Company Concept and Strategic Positioning 7
    3.2. Mission, Vision, and Core Values 7
    3.2.1. Our Mission 7
    3.2.2. Our Vision 7
    3.2.3. Core Values 8
    3.3. Legal Structure and Ownership 8
    3.4. Company Identity 9
    4. Market Analysis 13
    4.1. Travel Wedge Market Evidence 13
    4.1.1. Domestic Travel Demand and Segment Signals 13
    4.1.2. Outbound Travel Behavior and Segment Signals 20
    4.1.3. Self-Planned Travel, Online Booking, and Monetization Readiness 27
    4.2. Travel App Market Adoption Signal 28
    4.3. PESTLE Environment for the Travel-Wedge Platform 28
    4.3.1. Political and Regulatory Environment 28
    4.3.2. Economic and Digital Readiness 29
    4.3.3. Social and Trust Factors 29
    4.3.4. Technological and AI Factors 30
    4.3.5. Legal and Data Protection Factors 30
    4.3.6. Environmental Considerations 31
    5. Target Market 32
    5.1. Target Market Framing 32
    5.2. Target Customer Profile 33
    5.3. Behavioral Journey and Channel Implications 34
    5.3.1. Planning Journey 34
    5.3.2. Channel and Workflow Implications 35
    5.4. MVP Boundary Definition 36
    5.5. Personas 36
    6. Competitor Analysis 38
    6.1. Travel-Planning and Community Competitors 38
    6.1.1. Funliday 38
    6.1.2. chicTrip 39
    6.1.3. Meetup 39
    6.1.4. General-Purpose Large Language Models 40
    6.2. Event, Ticketing, and Coordination Substitutes 41
    6.2.1. Formal Event Platforms: KKTIX and Accupass 41
    6.2.2. Scheduling Substitute: Howbout 41
    6.2.3. Generic Planning Workspace: Google Sheets 42
    6.3. Competitive Positioning Summary 42
    7. Value Proposition 45
    7.1. Core Benefits 45
    7.2. Unique Selling Points 45
    7.3. Brand Promise 46
    8. Business Model Canvas 47
    9. Product & Service Description 49
    9.1. Product Philosophy: Living Travelogue as a Lean Coordination Layer 49
    9.2. MVP Modules and Pain-Point Mapping 50
    9.2.1. Living Travelogue Sharing and Reuse 50
    9.2.2. Time-Match Scheduling and Consensus 50
    9.2.3. Buddy-Match Trust and Companion Fit 51
    9.2.4. SplitPay Expense Clarity 51
    9.3. Data Architecture 51
    9.4. Modular Roadmap and MVP Scope 52
    9.5. Summary 53
    10. Marketing and Validation Plan 54
    10.1. Strategic Marketing Logic 54
    10.2. Phased Go-to-Market Roadmap 55
    10.2.1. Stage 1: Closed Beta / Co-Creation 56
    10.2.2. Stage 2: Controlled Expansion 57
    10.2.3. Stage 3: Post-Beta UGC Growth Flywheel 57
    10.3. KPI Scorecard and Validation Logic 58
    10.4. Decision Matrix and Pivot Logic 59
    10.4.1. KPI Bands and Scenario Interpretation 60
    10.4.2. Decision Actions and Pivot Logic 61
    11. Organizational Structure & Management 63
    11.1. Founder-Led Operating Model 63
    11.2. Outsourced Development and External Support 63
    11.3. Future Hiring Logic 64
    12. Partnerships & Collaboration Strategy 65
    12.1. Strategic Rationale for Partnerships 65
    12.2. Partnership Categories and Strategic Roles 66
    12.3. Phased Collaboration Logic 67
    12.4. Partnership Selection Principles and Risk Management 67
    13. Financial Plan 69
    13.1. Scope and Modeling Purpose 69
    13.2. Installed-Base and MAU-Driven Model 69
    13.2.1. User-Base Development Logic 70
    13.2.2. MAU Interpretation and Revenue Translation 70
    13.3. Key Assumptions 71
    13.3.1. Growth, Retention, and Usage Assumptions 72
    13.3.2. Monetization Assumptions 72
    13.3.3. Cost, Development, and Scenario Assumptions 73
    13.4. Revenue Model 74
    13.4.1. Affiliate Commission 74
    13.4.2. Contextual Placement 74
    13.4.3. Premium Subscription and Overlap Adjustment 74
    13.5. Cost Structure 75
    13.5.1. Fixed, Development, and Product-Care Costs 75
    13.5.2. Variable and Scale-Linked Costs 76
    13.6. Financial Outputs 76
    13.6.1. Revenue, Profitability, and Cash Flow 76
    13.6.2. Base-Case Financial Interpretation 77
    13.7. Runway and Funding Need 80
    13.8. Scenario Analysis 81
    13.8.1. Scenario Design Logic 81
    13.8.2. Base, Upside, and Downside Cases 82
    13.8.3. Interpretation of Scenario Sensitivity 85
    13.9. Financial Risks and Validation Implications 86
    14. Conclusion & Next Steps 91
    14.1. Conclusion 91
    14.2. Strategic Implications 91
    14.3. Immediate Next Steps 92
    14.4. Final Remarks 92
    References 94
    Appendix I: Interviewees’ Empathy Maps 101
    Interviewee 1: 101
    Interviewee 2: 103
    Appendix II: MVP Product Requirement Summary 107

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