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| Title: | 智慧電視產業策略群組分析—資源基礎觀點
Strategic Group Analysis of the Smart TV Industry — A Resource-Based Perspective |
| Authors: | 陳梅芬
Chen, Mei Fen |
| Contributors: | 樓永堅
Lou, Yung Chien
陳梅芬
Chen, Mei Fen |
| Keywords: | 智慧電視
資源基礎
策略群組
Smart TV
Resource-Based
Strategic Group |
| Date: | 2012 |
| Issue Date: | 2013-07-22 11:29:24 (UTC+8) |
| Abstract: | 隨著網際網路與雲端技術快速發展所帶來的數位匯流趨勢，模糊既有電視製造產業與資訊通信科技產業之間的界線，智慧電視產品興起，因而出現許多新的市場參與者，例如：網際網路搜尋龍頭Google。本研究採取個案研究法，關注Apple、Google、Samsung、TCL、Sony、聲寶六家個案廠商，探討兩個面向：一、先從資源基礎觀點（Resource-Based View）分析個案廠商本身資源與能力，瞭解現階段智慧電視廠商本身擁有的核心資源是否足以成為在智慧電視產業中發展的持久性優勢；二、再以策略群組（Strategic Group）分析，探討目前各廠商在策略群組上的分佈及群組間的移動障礙。
依據「發展智慧電視平台所擁有的資源能力程度」及「產品線廣度（家電及3C）」兩個策略構面，本研究將個案廠商區分為四個策略群組：（1）平台優勢組：Apple及Google，（2）產製優勢組：Samsung及TCL，（3）內容優勢組：Sony，（4）區域在地組：聲寶。研究結果發現個案廠商策略群組之間的移動障礙主要來自於產業供給特性（應用平台的規模經濟）、廠商特性（企業供應鏈垂直整合程度、企業多角化程度），顯示本身資源具備規模經濟的個案廠商，除了在外借資源及重整既有資源上較具備優勢，也開始朝向多角化發展，例如：傳統電視硬體製造廠商開始積極往軟體平台及應用服務內容發展；這意味著產業疆界的改變，除了促成產業鏈的重構，也造成更大範圍的跨產業資源整合。
Due to digital convergence driven by the rapid development of internet and cloud computing technologies, the boundary between TV manufacturing and ICT industry becomes blurred. With the rise of Smart TVs, more corporations are entering the market, such as: Google, the leader of internet search engine. This study uses case studies as a research method and focuses on 6 companies, including Apple, Google, Samsung, TCL, Sony, and Sampo. There are two purposes of this study. First, from a Resource-Based View, evaluate case companies’ resources and capabilities and to find out if they can be transformed into sustainable competitive advantages in Smart TV market. Second, use Strategic Group Analysis to investigate how these strategic groups are constructed and if there is any mobility barrier between strategic groups.
Based on “the potential of a company’s resources and capabilities to develop Smart TV platform” and “the breadth of product lines (home appliances and 3C products)” two strategic dimensions proposed by this study, case companies are divided into four groups: (1) Platform Advantage – Apple and Google, (2) Production Advantage – Samsung and TCL, (3) Content Advantage – Sony, and (4) Localization Advantage – Sampo. The result shows that the mobility barriers between these strategic groups are primarily derived from industry supply characteristic (economies of scale of platform) and characteristics of firms (supply chain vertical Integration and business diversification). It implies that the company which possesses economies of scale of resources not only takes advantage of borrowing external resources and leveraging existing resources, but also turns to diversification, for example, traditional TV manufacturers begin to develop platform and apps actively for Smart TV. It means the blurring of industry boundaries contributes to the reconstruction of the industrial value chain and causes a wider range of cross-industry integration of resources. |
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| Description: | 碩士
國立政治大學
商管專業學院碩士學位學程(AMBA)
100380021
101 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0100380021 |
| Data Type: | thesis |
| Appears in Collections: | [管理碩士學程/商管專業學院碩士學位學程 AMBA] 學位論文
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