行動上網裝置主流作業系統之競合策略分析

A Study on the Co-opetition Strategies of Major Operating Systems for the Mobile Internet Devices

陳傳恒(Chuan-Heng Chen)

指導教授 ： 李吉仁

國立臺灣大學/管理學院/臺大－復旦EMBA境外專班/碩士(2013年)

https://doi.org/10.6342/NTU.2013.10162

摘要

Google Android、Apple iOS、Microsoft Windows 8為行動上網裝置（以下簡稱MID）產業的主流作業系統，其間之競合或與MID產業價值網之競合關係，將會對MID產業產生影響。因此，本研究利用價值網分析、商業生態體系、平台策略及動態競爭等理論架構，探討Android、 iOS、 Windows 8在MID產業中的競合關係、動態競爭及策略方向。
本研究發現Google與Microsoft在MID產業中與MID製造商、行動通訊營運商、內容/服務/應用程式開發商，交互成為互補者並建立平台策略模式。這四者形成正向的商業生態系統，使整個MID產業可以更加快速成長。對Apple來說，不同的是MID製造商是Apple的競爭者，相同的是行動通訊營運商與內容/服務/應用程式開發商與Apple三者交互成為互補者。就作業系統來說，Apple、Google和Microsoft互為競爭者；Apple在iPhone、iPad內建Google的應用服務，如：Google Maps、Google Search等，兩者卻又是互補者。所以，如何找到互補者，或是成為別人的互補者是很重要的。
本研究發現平台策略吸引不同參與者進入MID產業，使成員間的競合關係更趨複雜且多元。三大主流作業系統在MID產業的勝負取決於其商業模式，因此，本研究提出對三大主流作業系統未來發展與後續研究的建議。
Apple在iOS中置入免費的iCloud雲端服務，開始衝擊Google的免費服務；Google以125億美元，收購Motorola Mobility，將對Apple發動攻擊。從產業發展的角度來看，Google和Apple的直接競爭可說是必然的，從企業生存與市場資源來看，則是必須的。Apple與Google的硬體戰從iPhone到iPad，戰場已經擴及至行動終端裝置；應用戰從多點觸控技術的爭奪，到iAD、NFC乃至應用程式市集的對抗。兩者間之戰爭，對產業內公司將該如何回應呢？除了Microsoft橫在前方，也將面臨Amazon的追趕，這些都是未來思考的方向。

關鍵字

行動上網裝置 ； 六力分析 ； 價值網 ； 競合策略 ； 動態競爭

並列摘要

Google Android, Apple iOS and Microsoft Windows 8 are three mainstream operating systems in the MID industry. Their co-opetition dynamics would exert significant influence on the evolutionary development of the MID industry. The present study explores the co-opetition relationship, competition dynamics and strategic moves of Android, iOS and Windows 8 in the context of gobal MID industry by applying the analytical framework of value net、business ecosystem、platform strategy and competition dynamics, among others.
This study found that Google and Microsoft position themselves as omplementors with the MID hardware manufacturer, mobile operators, and contents/services/application program developers with their platform strategy. Google and Microsoft, manufacturers, operators and developers constitute as a positive business ecosystem, which leads to the rapid growth of the MID industry. For Apple’s case, however, it competes with other MID manufacturers while maintains complement relationship with contents/services/application program developers. As far as the operating system is concerned, Apple, Google and Microsoft are interdependent, as Apple also adopts Google’s content in its iPad, such as Google Maps and Google Search. It seems very important to creat complementary relationship with co-opetitiors. We also found that the platform strategy attracts different participants into the MID industry, and competition and cooperation between members tend to be complex and diversified. One of the critical determinant of future victory would be very likely hinge upon their business models.
Apple provides free iCloud cloud computing services in iOS to begin having impact on free service of Google. Google spends 12.5 billion USD purchasing Motorola Mobility to assume offensive against Apple. From the point of view of industry development, the competition between Google and Apple is inevitable. Although the hardware competition between these two comes from iPhone to iPad, the battlefield would expand to mobile client device. Competition for applications comes from scramble for multi-touch technique to confrontation of iAD, NFC and even App store. How shall the companies within the industry respond to the war between Apple and Google? Apart from Microsoft in front, they are chased after by Amazon ,Implications and future research opportunities based on these results are also discussed.

並列關鍵字

Mobile Internet Device (MID) ； Five-Force Analysis ； Value Net ； Co-opetition Strategy ； Competitive Dynamics

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