廠商在平台生態系下的商業策略研究

Firm’s Business Strategy on the Platform Ecosystem

吳俊良(Jyun-Liang Wu)

指導教授 ： 鄭秀玲

國立臺灣大學/社會科學院/經濟學研究所/碩士(2020年)

https://doi.org/10.6342/NTU202002362

摘要

近幾年全球科技業紛紛出現了社群經濟、共享經濟等以平台為中心而發展的「平台經濟」商業模式。而在眾多平台經濟的廠商中，有些廠商的發展只能侷限在自身的產業，有些卻能將平台的影響力延伸到其他領域，而這種影響力正是本研究欲探討的「平台生態系」。因此本研究擬針對平台生態系的組成概念以及多樣性型態進行個案研究。
為此，本研究藉由文獻分別定義平台生態系「參與者」的組成與 「互補性」的型態，在平台生態系互補性的基礎上，提出非一般互補性象限圖。透過此象限圖的互補性分類，我們分別對不同象限提出四種對應的領域進行平台生態系個案研究:智慧家庭平台生態系、台積電開放平台生態系、Gogoro能源交換網路平台生態系和策略聯盟生態系等四類生態系，個案的範圍涵蓋美國與台灣重要的廠商、產業及組織。我們根據四種不同平台生態系的廠商發展，歸納出其相應的「商業策略」並進行分析。
「參與者」、「互補性」和「商業策略」分別定義了平台生態系的範圍、規模和發展。本研究發現生態系中的四種參與者:擁有者、供應者、生產者和消費者通常是個別不同的廠商，但也可能出現同時扮演不同參與者角色的廠商，生產者也能跨平台的擔任參與者。我們也發現「互補性」的強弱同時也隱含正向或負向的網路效應，會影響生態系規模的大小。最後我們以廠商在四種領域生態系下的「商業策略」總結出適合大型領導企業、新創廠商及中小企業各自發展的「商業策略」。期望本研究的成果能為台灣產業的發展提供指引及未來產業政策的擘畫提供建言。

關鍵字

平台經濟 ； 平台生態系 ； 參與者 ； 互補性 ； 商業策略

並列摘要

In recent years, the industries have emerged as a "platform economy" business model with a platform-centric development such as community economy and sharing economy globally. Among the many platform-oriented firms, some firms be limited to their own industries only. However, some can extend the influence of their platforms to other fields which is the "platform ecosystem" that our study intends to explore. Therefore, this study intends to conduct a case-based study on the composition concept and diversity of platform ecosystems.
At first, this study defines the composition of "participants" and the type of "complementarity" for the platform ecosystem through literature review and proposes a non-general complementary quadrant map based on the platform-based ecosystem complementarity. Through this quadrant map based on the complementary classification, we propose four corresponding industries in different quadrants to carry out the case studies on platform ecosystems, i.e., smart home platform ecosystem, TSMC Open Innovation Platform ecosystem, Gogoro energy exchange network platform ecosystem and strategic alliance ecosystem. The scope of the cases covers important firms, industries, and organizations in the United States and Taiwan. Based on the development of the platform ecosystem in four different cases, we summarize and analyze their corresponding "business strategies".
"Participants", "Complementarity" and "Business Strategy" define the scope, scale and development of the platform ecosystem, respectively. Our study found four types of participants in the ecosystem: owners, suppliers, producers and consumers are usually with different firms, but there may also be firms who play the role of different participants at the same time, and producers can also act as cross-platform participants. We also found that the strength of "complementarity" could imply a positive or negative network effect, which will affect the scale of the ecosystem. Finally, we summarize the suitable "business strategy" for the development of large-scale leading enterprises, start-up firms and SMEs from the "business strategy" of four ecosystems. We hope the results of this research can provide guidance for the development of Taiwan's industry and provide suggestions for industrial policy in the future.

並列關鍵字

platform economy ； platform ecosystem ； participants ； complementarity ； business strategy

參考文獻

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