Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/158326
|
| Title: | 該競爭還是共創？企業在生成式AI服務的競合策略教學個案
Compete or Collaborate? A Teaching Case on Coopetition Strategies in Generative AI Services |
| Authors: | 陳楷麒
Chen, Kai-Chi |
| Contributors: | 鄭至甫
Jeng, Jyh-Fu
陳楷麒
Chen, Kai-Chi |
| Keywords: | 生成式AI
動態競爭
創新策略
GenAI
Dynamic competition
Innovation strategy |
| Date: | 2025 |
| Issue Date: | 2025-08-04 13:01:12 (UTC+8) |
| Abstract: | 本教學個案旨在探討生成式人工智慧快速崛起背景下，企業面對動態競爭與新事業發展的策略抉擇。個案以台灣兩家具代表性的科技企業——TT科技與SS資訊——為分析主體，呈現雙方在生成式AI市場中因應技術變革與市場重構所展開的競合互動，並剖析其策略設計與執行歷程。
TT科技為國內IC設計領導廠商，藉由內部成功推動的生成式AI平台『日出』，試圖拓展至外部市場，並採用訂閱制商業模式作為產品商轉的核心。由於缺乏軟體產品推廣與系統部署的經驗，TT科技選擇與資服業者合作，補足在導入、維運與客戶服務等面向的不足。
SS資訊則為台灣資服產業的龍頭企業，旗下開發的『銀河系』平台採一次性授權銷售，並整合其「五服生態圈」（雲端、數據、資安、軟體開發、維運），致力於打造AI解決方案與產業應用場域的整合能力。面對技術快速演進與市場需求分化，SS資訊需在內部資源配置與外部夥伴策略之間取得平衡，發展具差異化的市場定位以維持其領導地位。
本個案運用動態競爭理論與新事業發展策略作為分析架構，引導學員思考以下核心議題：
· 競爭與合作的抉擇：當資源有限且市場快速變動時，企業應如何選擇競爭或合作路徑？合作是否能創造更高整體價值？
· 市場定位與差異化策略：當雙方市場與技術資源高度重疊，企業應如何避開正面衝突，創造共贏局面？
· 資源配置與能力建構：企業應如何整合內外部資源，支持新事業的商業化與擴張？
透過本教學個案，學員將獲得以下學習成果：
1. 策略分析框架應用能力：實作AMC分析與MC-RS矩陣，理解企業間競爭與合作的判斷依據．
2. 策略設計思維：根據動態市場情境，設計具彈性與前瞻性的競合策略。
3. 多元角色觀點與反思能力：站在TT科技與SS資訊不同的角色立場，思考其決策背後的邏輯、限制與潛在風險。
本個案強調在生成式AI驅動的技術轉型時代，企業如何在競爭與合作之間動態調整策略，尋求技術創新與新事業擴張的最佳平衡，並提供學員一個結合理論與實務的策略決策實作場域。
This case study explores the strategic responses of two leading Taiwanese technology firms—TT Technology and SS Information—amid the dynamic and disruptive wave of generative AI. It focuses on how both firms navigate coopetition, make strategic choices, and pursue new business development under conditions of rapid technological change and market uncertainty.
TT Technology, a semiconductor company with a core competence in IC design, aims to commercialize its internally developed generative AI platform, “Sunrise.” Leveraging a subscription-based business model, TT seeks to extend its internal success to external markets by partnering with IT service providers (SIs) for marketing, deployment, and operations. However, due to limited experience in software commercialization and systems integration, TT must rely on external partners to scale and support its AI offering.
In contrast, SS Information, the dominant player in Taiwan's IT services industry, has built the “Galaxy” solution—a project-based generative AI platform supported by its proprietary Five-Service Ecosystem (cloud, data, cybersecurity, software development, and maintenance). Operating under a one-time licensing model, SS seeks to maintain leadership by balancing internal development with external collaboration, especially as the pace of generative AI innovation accelerates.
This case is designed to examine key strategic questions faced by firms operating in fast-evolving technology landscapes:
•Coopetition Dynamics: When should firms compete versus collaborate? Does competition necessarily lead to resource duplication, or can cooperation yield greater ecosystem value?
•Market Positioning and Strategic Differentiation: How can firms design differentiated strategies to avoid head-on conflict when targeting overlapping markets and resources?
•Resource Allocation and Capability Building: How should companies assess internal versus external capabilities to support innovation and new venture growth?
Through this case, students will:
•Apply strategic frameworks such as the Awareness-Motivation-Capability (AMC) model and the Market Commonality–Resource Similarity (MC-RS) matrix to analyze inter-firm dynamics;
•Develop strategic design skills for navigating high-velocity markets;
•Exercise reflective thinking from multiple corporate perspectives to understand the executional challenges of strategic decisions.
This teaching case provides a real-world lens into how organizations can craft mutually beneficial strategies in an emerging AI ecosystem. It serves as a practical tool for discussing dynamic competition, innovation strategy, and partnership formation in digitally transforming industries. |
| Reference: | 鄭至甫. (2023). 新事業發展決策. 2023春-政大EMBA文科資創-創業與新事業發展課程, Class4, 3.
陳明哲. (2010). 動態競爭. 智勝文化. https://nccur.lib.nccu.edu.tw/handle/140.119/41417
陳明哲. (2013, May). 競爭者分析：「市場共同性－資源相似性」架構. 哈佛商業評論. https://www.hbrtaiwan.com/article/12288/market-commonality-resource-similarity-framework
陳明哲. (2012, September). 認識動態競爭分析的內涵. 哈佛商業評論. https://www.hbrtaiwan.com/article/12074/competitive-dynamics-details
2024 百工百業 AI 落地行動指南. (2024). 數位時代. https://edm.bnext.com.tw/2024ai_report/
盧廷羲. (2018, May 14). 如果有人打你一拳，你會反擊、求助，還是逃避？《動態競爭》理論的建議. 經理人. https://www.managertoday.com.tw/articles/view/56066?utm_source=copyshare
圭大. (2018, July 4). 想在老事業土壤上成功孵化新事業，你該回答的二個終極提問. 經理人. https://www.managertoday.com.tw/columns/view/56333?utm_source=copyshare
莊竣皓. (2019). 動態競爭之研究: 以Walmart和Amazon為例. 國立政治大學.
陳弘鈞. (2015). 新事業發展與動態能力建構－以明基材料為例. 國立政治大學. |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
112932056 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0112932056 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
|
Files in This Item:
| File |
Description |
Size | Format | |
|---|
| 205601.pdf | | 3549Kb | Adobe PDF | 0 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
