封閉制度下之跨域競爭：電動車於汽車產業之個案研究

Cross-Domain Competition in Closed Institution: Case Studies of Electric Vehicles in Automotive Industry

陳柏翰(Po-Han Chen)

指導教授 ： 吳學良

國立臺灣大學/管理學院/國際企業學研究所/碩士(2021年)

https://doi.org/10.6342/NTU202103132

摘要

被視為傳統且封閉的汽車產業已經很久沒有振奮人心的故事了，在過去長達百年的時間內，在傳統車廠築起的高牆下，關鍵性的技術被把持在少數的玩家或供應鏈手中，少有新競爭者加入，突破性的創新更是罕見。
由於近年來國際對環保議題，與碳排放之汙染重視程度提升，促使各國政府設定更加嚴苛之碳排放標準，並推動電動車或是再生能源等相關政策與補助措施，促使電動車產業開始蓬勃發展。
然而，電動車的發展並不是一帆風順，其起源甚是可追溯至比燃油車還早的年代，但礙於當時的技術門檻，以及相關利益團體的阻饒，中間停滯了上百年的時間。一直到了電動車新創車廠Tesla的崛起，運用其破壞式創新的策略，與不斷動態調整的超競爭節奏，重新建構電動車產業的價值鏈；再加上其領導人Elon Musk的願景與其所做的一系列改變，造就了現代百家爭鳴的電動車時代，進而開啟人們對未來汽車的無限想像，才為這個故事創造了新的篇章。汽車驅動力由燃油轉變成電力的關鍵時刻，產業的結構、玩家和遊戲規則也將產生變化，甚至重新洗牌。
電動車產業蓬勃發展的初期，市場上看空的投資人與消費者遠遠高於看多的族群，在這樣的市場氛圍下，也不乏戰敗在沙灘上的跨域競爭者，或是利用市場投資的熱度進行金融詐騙的玩家。跨域競爭者如何重建產業價值鏈，以免被既有族群所限制或干預、創造利基市場、利用整體環境、乃至於國家政策的發展等因素，進而成功跨域於百年封閉的汽車產業，不僅考驗公司的策略布局，更考驗著領導人的智慧與格局。
本研究選擇汽車產業作為背景，探討從電動車新創公司以及其他欲跨域攻擊之不同產業競爭者，進而探討其做跨域競爭所需面臨的挑戰，以及其如何在封閉的制度理論產業中進行跨域攻擊、築起模仿障礙、進而將賽局拉至新的維度。研究的方式主要是選擇四個代表不同跨域電動車市場定位的個案，Tesla、Dyson、蔚來汽車、與Apple。從個案公司背景、跨域挑戰的競爭優勢與所面臨之挑戰、以及其創始人心態 (Founder’s Mentality)或是領導者的態度進行探討，並試圖回答三個問題如，在高封閉制度的產業下，跨域挑戰者如何攻擊與建立模仿障礙、公司的強項與核心營利模式是跨域競爭的助力或是阻力、以及領導人的特質對跨域競爭之公司成功或失敗是否有影響。
最後，於研究結論整理個案研究之分析，並試圖歸納出相關的管理意涵與研究建議。其研究建議一方面可供做未來產業研究之資料；另一方面，畢竟電動車產業還處在技術、供應鏈、乃至於整個產業尚在磨合的階段，在現今背景時空下所做的分析與意涵，是否有符合未來發展的趨勢值得驗證。

關鍵字

Tesla ； 制度理論 ； 跨域競爭 ； 破壞式創新 ； 超競爭 ； 創始人心態

並列摘要

The automotive industry, which is regarded as traditional and closed by a specific perspective, has not had exciting breakthroughs for a long time. After a century-long period, the intangible high strength established by traditional car makers has allowed key technologies to be controlled by a small number of players or their supply chains. Few new competitors join in this, and breakthrough innovations are quite rare.
Based on the fact that most countries have paid more attention to environmental issues in recent years, coupled with the increasing emphasis on carbon emission pollution, governments of all countries have set more stringent carbon emission standards. Correspondingly, related policies and subsidies for electric vehicles or renewable energy have also been promoted, prompting the vigorous development of the electric vehicle industry.
Nevertheless, the development of electric vehicles has not always been smooth, and its origins can even be traced back to the age before fuel vehicles. However, due to the technical threshold at the time and the obstruction of relevant interest groups, the mid-term development was stagnated for hundreds of years. This situation has been until the rise of new venture Tesla, the representative of electric vehicles, using its disruptive innovation strategy, and the pace of hyper competition, which is constantly dynamically adjusted, to reconstruct the value chain of the electric vehicle industry. In addition, the vision of the industry leader Elon Musk and the series of reforms made have created a modern era of highly competitive electric vehicles. Furthermore, people's infinite imagination of the future automobile was stimulated, which created a new chapter for this industry. This is a critical moment when the driving force of automobiles is transformed from fuel to electricity. Therefore, the structure of the industry, players, and game rules are changing, and even will rearrange and combine.
When the electric vehicle industry was just beginning to flourish, short-term investors and consumers were far higher than those who were bullish on the market. In response to this market sentiment, there are also many cross-domain competitors who fail to invest, or players who use the prosperity of market investment to commit financial fraud. As for how cross-domain competitors should rebuild the industrial value chain to avoid being restricted or interfered by existing ethnic groups, and further create a niche market, use the overall environment, and even the development of national policies, etc., to further successfully defeat the automobile industry that has been closed for a hundred years, such issues not only test the company's strategic layout, but also challenge the leaders' wisdom and thinking pattern.
This research takes the automotive industry as the main axis, and discusses in depth the challenges faced by electric vehicle startups and other competitors in different industries who want to cross-domain attacks. It is also committed to explaining how it conducts cross-domain attacks in the closed institution industry, builds imitation barriers, and then raises the game to a new dimension. The method of this research selected four cases representing different cross-domain electric vehicle market positioning, namely Tesla, Dyson, NIO, and Apple. According to the case, the company’s background, cross-domain challenges, competitive advantages and challenges faced, as well as its founder’s mentality or the attitude of the leader were discussed, and tried to answer three questions. Questions include "how do cross-domain challengers attack and establish imitation barriers in a highly closed institution industry", "the company's strengths and core profit model have contributed to or hindered cross-domain competition" and "does the characteristics of leaders have an impact on the success or failure of companies in cross-domain competition".
In the end, the analysis of the case study was sorted and integrated in the research conclusion, and the relevant management implications and research recommendations were summarized. On the one hand, the recommendations put forward in this study can be used as data for future industry research. On the other hand, because the electric vehicle industry is still in a stage where technology, supply chain, and even the entire industry still need to be adjusted. In this context, time and space, the analysis and implications are worthy of being verified whether they are in line with future development trends.

並列關鍵字

Tesla ； Institution Theory ； Cross-Domain Competition ； Disruptive Innovation ； Hyper Competition ； Founder's Mentality

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