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容。
二、對其他企業的建議
約會診療室的案例成功的緣由，乃因創辦人Max 在創業前就已經確立自己 的價值主張、概略的成長策略，以及設定未來理想，朝著目標前進。因此對於 其他企業，建議在創立或公司初期，亦應為自己訂下成長目標，和公司理想目 標的輪廓，從創業初始就需朝此一目標不斷堆砌需要的元素。
約會診療室能比起其他競爭者脫穎而出的特點在於剛開始創辦人Max 就已 以正當的公司組織經營，對於每個員工都有正式契約管理，相較其他競爭者常 因非正式的團體集會而組織鬆散，營運幾年就容易解體、中斷。
而從Max 資管系背景也體認到網路行銷的價值，因此從創業剛開始就知道 需要大力的利用此工具來幫助自己公司成長，擴散知名度。這個成長引擎也是 在創業初期就先構想好，並到創業中期派上用場。Max 創業也運用精實創業的 精神不斷試驗自己的產品，一再的檢驗自己產品在市場中的表現。對其他微型 企業，也不應因自己規模小而侷限在自己的營運範圍，應該制定公司的里程 碑，與找尋成長必要的工具。
第三節 後續研究建議
因為個案的特殊性質，本研究採用質性方法進行研究，雖能以過去網路資 料以及創辦人的角度來細看創業歷程，但因為資料的稀少與創辦人能分享的資 訊有限，加上可能的記憶或主觀的偏誤，會影響研究的完全可信度。
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另外，因為約會產業依然是屬於較新穎的業態，市場也十分利基，競爭者 或相似個案非常稀少，甚至在規模上也沒有能與約會診療室相比擬的業者，因 此缺乏其他個案做多重比較、交叉分析。若有其他家約會顧問公司來與個案進 行比較，對於約會產業在精實創業與商業模式上的檢驗能更加全面、完整。
在分析商業模式中，本研究以精實創業視角去比對各項的演進與變化，在 未來研究中，多樣本研究可以使用服務業的商業模式要素框架去做系統性對照 各個要素樣態；例如在收益流中切割成主要收費模式（訂閱制、計次式等）與 收入來源種類佔比，或在各顧客區隔中分析各區隔間的人數與收益佔比
（Zolnowski，2014），以這些框架與評估基準能更精細的比較不同樣本間要素 的差異，是一種可行的研究方向。
在檢驗成功因素中，參考微型企業危險覺察並終結的二十七個月試驗期
（Van Praag，2003）係微型企業重要的成功因素，因此對本個案的經營十年定 義為產業中的成功者；對於未來研究，在資料充足的情況下，檢驗微型企業成 功的方法能以獲利與成長指標綜合評比 （Hall and Fulshaw，1993），也能以單 純財務面的現金流、市佔率、銷售成長、營收等作評比（Chandler and Hanks，
1994），或以純營收與市佔成長面去檢視成功與否 （Perren，2000）。
最後，對於未來類似研究，若能增加個案數目，並採用結構式訪談訪問不 同個案，以方便交叉分析不同公司，在精實創業上的實際做法和異同，得出的 結果在同產業中能更完整且更具代表性。
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