全球電信設備產業結構與主要廠商競爭策略之研究

A Study on the Industry Structure and Competitive Strategy in the Global Telecommunication Equipment Industry

陳金慧(Chin-Hui Chen)

指導教授 ： 李吉仁

國立臺灣大學/管理學院/國際企業管理組/碩士(2011年)

https://doi.org/10.6342/NTU.2011.10257

摘要

電信產業因科技的演進而推出一代又一代創新的服務，改變了人類活動的樣態，成為生活不可或缺的需求。二十世紀末，全球大幅放寬無線服務法規的管制，使新的電信服務商開始對電信基礎建設的設備產生大量需求，同時，加上既有電信業者加速網路升級和擴充所產生的龐大需求，間接帶動全球經濟和電信公司迅速發展，也刺激了電信設備的技術創新與營收成長。但是，2000年遭逢網路產業泡沬化、新興市場的崛起及2008年金融風暴的侵襲，電信設備之產業結構隨之發生了重大改變。

　　本研究依據波特之五力模型分析，檢視電信設備產業過去十年的產業競爭態勢，發現影響電信設備產業獲利的關鍵因素是受到上下游的相對議價能力低及產業內競爭激烈的影響最深；其次，本研究分析主要廠商的營收與獲利表現和策略行動，發現電信設備產業的國際化發展尚處於半全球時代，其中以受到政府行政及經濟表現的差異影響最大，個別廠商除了必須聚焦在核心能力，追求差異化及成本優勢之外，可依照全球化的3A策略架構規劃未來發展方向，除採取調適策略以增加對當地需求的回應能力、透過整合策略來達到規模經濟外，也必須將可以產生比較利益的套利策略列入，才能維持難以複製的競爭優勢。本研究依此結論提出廠商行動建議及未來研究方向。

關鍵字

電信設備產業 ； 波特五力模型 ； CAGE模型 ； 3A策略

並列摘要

The evolution of the telecommunication industry in technology and innovative services has significantly changed human activities and communication has become an essential need of modern life. During the late twentieth century, the regulations on wireless services were significantly released and hence new telecommunication services generate substantial demand. Such a demand growth induces major carriers around the world to accelerate network upgrades which stimulated the rapid development of technological innovation and telecommunications equipment income growth. However, due to Internet bubble occurred in the year of 2000, the rise of emerging markets and the financial crisis hit in 2008, the telecom equipment industry has undergone major structural changes.

Applying Porter's five-force model, our research analyzes the structural changes and competitive dynamics of global telecom equipment industry over the past decade. We found that this industry has a low bargaining power with regard to their suppliers and buyers and reveals a high degree of inter-firm rivalry among key players, which leads to declining industry profitability. We then go through a series of firm-level analyses on the strategic actions taken by and performance of major global players.
We found that the telecommunications equipment industry, as suggested by the CAGE model, is still in a semi-globalization era. In addition to focusing on core competencies, differentiation and cost advantages, we suggest that these companies can apply 3A strategy framework to their competitive situation, including adaptation strategy to increase local capacity to respond, through the integration strategy to achieve economies of scale, as well as arbitrage strategy to exploit the comparative advantages based on inter-country differences, so that sustainable competitive advantages can be established. Recommendations to respective focal firms and future research are also discussed.

並列關鍵字

Telecommunication Equipment Industry ； Five-Force Model ； CAGE Model ； 3A Strategy

參考文獻

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