台灣中小型遊戲公司的策略地圖研究

The Study of Strategy Map Medium and Small Scaled Game Company in Taiwan

劉孟明(Liu Meng-Ming)

指導教授 ： 梁朝雲

元智大學/資訊學院/資訊傳播學系/碩士(2004年)

摘要

摘　　要
本論文研製之「台灣小型遊戲公司的策略地圖研究」是以Kaptan & Norton兩位教授所研究及推廣的平衡計分卡及策略地圖為藍本，並以遊戲公司資本額一億五千萬元以下，長期雇用員工一百五十人以下，尚未上櫃的個案的遊戲公司的實際負責經營業務的經理人為研究對象，以他們對當前遊戲產業環境在線上遊戲當道，單機遊戲市場急速萎縮，盜版嚴重雙重市場壓力下，同時也是產業規模大者恆大，不利於小型遊戲公司生存的當下，利用策略思考以平衡計分卡中的四個構面「財務」、「顧客」、「內部流程」及「員工學習與成長」中，並尋找共同點，並用此共同點和利用Kaplan和Norton的策略地圖繪製方法來描繪屬於小型遊戲公司可參考的策略地圖及檢核表，未來小型遊戲公司將此份策略地圖作為各公司未來策略規畫的基本藍圖及檢核點，各公司再根據自己的願景、定位、開發及市場策略作進一步修正，使此份策略地圖完全屬於自己的公司，並作為公司未來經營策略執行及提升競爭力的基本方針。
本研究所得之結論如下：
在當前中小型遊戲公司所面臨的問題是線上遊戲興起，因為線上遊戲的研發及經營均需投入大量資金，所以遊戲公司必須資本化來形成經濟規模。而且單機遊戲市場急速萎縮，通路消失中，使得資本不足的中小型遊戲公司在面臨外在環境惡質化，要如何思索利用策略思考改變遊戲公司的內部因素，尋求創新及利基市場，使遊戲公司能在開拓新市場後逐漸成長茁壯。根據本研究發現，策略地圖是一項有效的策略工具，由財務、顧客、內部、學習與成長四個構面仔細思考，擬定策略，可適當地解決中小型遊戲公司所面臨的問題。
1. 策略地圖的財務構面在問：股東的期望為何？我們又為股東創造了什麼價值？ 因此公司所有的員工應該認真思考如何創作有價值的產品，利用現有的智慧資本，研發在目標或利基市場能獲利的產品，創造利潤。
2. 策略地圖的顧客構面在問：我們必須在那些流程表現優異，才能對顧客提供價值並達成財務目標？顧客為我們創造利潤，因此要瞭解目標市場和目標客戶的需求，開發符合目標市場玩家需求的產品，最後是滿足遊戲玩家讓玩家獲得最大的遊戲樂趣，同時要能在目標市場尋得堅強的策略夥伴，共同耕耘，如此就能達成公司的財務目標。
3. 策略地圖研內部程序構面在問：我們內部要作什麼才能把價值交給顧客？在市場與顧客層面我們要在目標市場尋找最佳策略夥伴，在創新層面我們要發現趨勢、創造流行並降低風險，在營運管理層面我們要注重專案管理，並衡量成本與品質之間的均衡，以達到以最低成本，完成玩家心中的產品。
4. 策略地圖的學習與成長構面在問：我們必需擁有那些人才與環境，才能達成我們的目標？人才是遊戲產業所欠缺的，有了人才我們必須給予專業培訓創造公司的人力資本、資訊資本及組織資本，並重視專業人才所提供的價值，也同時讓人才能瞭解公司的策略而形成生命共同體，創造公司的價值
關鍵詞：數位遊戲、線上遊戲、競爭力、經營策略、策略管理、平衡計分卡、策略地圖。

關鍵字

數位遊戲、線上遊戲、競爭力、經營策略、策略管理、平衡計分卡、策略地圖

並列摘要

Abstract
This article, "The Strategy Map of Medium and Small Scaled Game Companies in Taiwan," is written based upon the balance scorecard and strategy map which is studied and promoted by two professors, Kaptan and Norton. What these professors are interested in studying is that managers who are currently employed in companies with capital less than 150 millions, and with less than 150 employees, and yet, have not published on market. And how these managers percieve about recent game industry indulging in online games, single player game market shrinking rapidly, pirated CDs occupying all over the place can certainly find a common point in regards of four perspective on balance scorecard as such, finance, customers, internal and employee's learning and growth. And using this common point with the strategy map from Kaplan and Norton to customize a guide of strategy map and checking list for middle and small sized game companies can be further enhanced by their company vision, position, development and market competition strategy of their own.
From the evaluation and analysis of previous studies and current interview, it is found in thesis that the strategy map of medium and small scale game companies in Taiwan.
What obstacles these medium and small scaled game companies in Taiwan face is the rise of the on-line game. Due to the fact that the development of on-line games requires big amount of money in the investment, these game companies must be capitalized to form the economical scale. Also, because of the market of single player game shrinks rapidly and the channels vanishes, small- and medium-sized game companies with insufficient capital have to think deeply about using some strategies to adjust their internal factors and look for new niche market. Thus, these companies can gradually move out of the hazard. According to this study, the strategy map is an effective tool to customize the strategy to solve obstacles they are facing.
(1) From the perspective of ‘Finance’: What does shareholder expect? What is the value we create for the shareholder? Everybody in the company has to think carefully how to use existing know-how to produce a valuable product for the niche market and make benefits.
(2) From the perspective of ‘Customer’: At what stage in the process are we supposed to do well enough that we are able to provide the value to the customers and achieve our target of revenue? Customers bring us the profits, thus we have to understand the target market inside out and the demand of customers. Then, we develop the right products for them and make them feel satisfied with our products. As such, our target of revenue can be achieved.
(3) From the perspective of ‘Internal Process Flow’: What do we have to do internally to provide values to the customers? We have to look for the best strategy partners in the target market and we have to be sharp to the trend, create the trend and reduce the risk. Also, we have to pay a great attention to project management and balance out the cost and quality to develop the best products with the lowest cost.
(4) From the perspective of ‘employee’s learning and growth’: What are the people and the environment do we have to have to achieve our target? What game industry is lacking at this moment is the creative developer. We have to provide professional training to these people and pay attention to the values these people can provide. At same time, we also have to educate these people about the company strategy and create the value of the company.
Key words: digital game, online game, competition, operation strategy, strategy management, balance scorecard, strategy map

並列關鍵字

digital game, online game, competition, operation strategy, strategy management, balance scorecard, strategy map