非流行唱片產業的機會分析 －金革唱片公司的預演規劃

The opportunity analysis of the non-pop music business-The planning strategy of the scenarios of Jingo Didital Inc.

陳建章(Chen Chien-Chang)

指導教授 ： 洪明洲

國立臺灣大學/管理學院/商學研究所/碩士(2006年)

https://doi.org/10.6342/NTU.2006.01039

摘要

盜版的橫行，數位音樂，如 MP3、Peer-to-Peer （點對點檔案共享模式，如 Kuro、Napster等）技術的發展，使得音樂產業，尤其是唱片公司的產值不斷的下滑，穫利不斷的縮水，甚至公司的生存也遭受到嚴重的威脅，相關議題的討論也成為社會矚目的焦點。

對於唱片產業的危急存亡，研究者以一個非流行唱片的業者對於所從事產業現狀的瞭解和關心，做了詳盡的探討和分析，並以一個備受外部環境改變威協下的企業，在過去如何成功的應用差異化、低成本、創新價值的策略求取生存、獲取利潤，並開創一片新天地，提出了理論與實務結合的描述及研究。

本研究從非流行唱片的產業現況出發，再以一個和「藍海策略」(Blue Ocean Strategy)不謀而合的獨特而優質的公司為個案，對於非流行唱片產業的價值鏈、競爭優勢、創新價值、目標消費群作詳盡的闡述和分析，並以個案公司在遭遇目前環境的巨變下，對於日後的發展經由有系統的分析而演繹出未來的情境，以作為企業擬訂經營策略的參考。

整篇論文以鳥瞰唱片產業為先導，再以個案研究為實例，企圖瞭解個案公司的策略思考及執行方案，本研究之結論在企業發展及策略管理上之意義有四：

(1) 面對台灣唱片產業之困境，業者可以從「藍海策略」尋求創新機會。
(2) 面對台灣唱片產業之困境，業者可以從「產業價值鏈」尋求創新機會。
(3) 面對台灣唱片產業之困境，業者可以從「目標消費群」尋求創新機會。
(4) 面對台灣唱片產業之困境，業者應尋求創新的「關鍵成功要素」。

企業的經營莫不是戰戰競競的，與其逃避不如面對，期望本身及同業能在外部的威脅中，運用冷靜的腦，積極的心，找到新機會，跳脫血腥的紅海，而進入無人競爭的藍海，開創一片萬里晴空的明天。

關鍵字

創新價值 ； 藍海策略 ； 產業價值鏈 ； 競爭優勢 ； 目標消費群 ； 關鍵成功要素

並列摘要

The illegal act of piracy in digital music, such as the technical development of MP3, Peer to Peer (peer- to- peer file sharing mode, e.g. Kuro, Napster.), has caused the recession in music industry, especially the continuous decline in output value of music corporation, the constant shrink of earning, and even the serious threats to the surviving. The phenomena mentioned above have brought out the further discussions and issues in the society.

As a proprietor of the non-pop music corporation, the researcher has examined the current industry by thorough exploration and analysis. The thesis further demonstrates how an enterprise, which is threatened by the change of external environment, successfully overcomes the difficulties by means of the strategies of differentiation, low cost and innovative value to survive, earn profits and create a brand new space. The mergence of theory and practicality is presented in this research.

The research, which was started off by reviewing the current conditions of non-pop music industry, followed by an assessment on a distinctive and qualitative corporation that fits the “Blue Ocean Strategy” at coincidence, is aimed to elaborate and analyze the Value Chain, Competitive Advantages, Innovative Value, and Target of Consumer Segmentation of non-pop music industry. Furthermore, due to the radical change of the current environment which the cased corporation has confronted, a systematic analysis was generated to deduce the prospective circumstance of its future development, in order to frame a reference of operating strategy for enterprises.

The aim of the thesis is to comprehend the strategies and implementing schemes of cased corporations by examining the music industries first and illustrating by case studies as actual example. The research has reached the conclusion that has generated four purports of enterprise development and strategy management as below:

(1) Confronting the difficult position of music industry at Taiwan, proprietor could seek innovative opportunity thru the “Blue Ocean Strategy”.
(2) Confronting the difficult position of music industry at Taiwan, proprietor could seek innovative opportunity thru or from the “Industry’s Value Chain”.
(3) Confronting the difficult position of music industry at Taiwan, proprietor could seek innovative opportunity thru or from the “Target of Customer Segmentation”.
(4) Confronting the difficult position of music industry at Taiwan, proprietor should seek the “Key Successful Factor” of innovation.

It is always true with the most meticulous care when operating an enterprise. When there is difficulty, it is rather to confront than to evade. It is highly anticipated that oneself and the same trade can struggle to the treats from the external environment, successfully locate new opportunity thorough a dispassionate brain and enthusiastic heart so as to get away from a bloody Red Ocean, entering into a less competitive Blue Ocean, and open up a brightly new sky for tomorrow.

並列關鍵字

innovative value ； blue oceam strategy ； value chain ； competitive advantage ； target customers ； key success factor

參考文獻

6. 王素彎著，台灣經濟前瞻，兩岸經貿月刊，2006

9. 江漢聲著，音樂處方箋，時報文化，2001

6. 金革科技股份有限公司上櫃簡報，2004，網址http://www.jingo.com.tw

7. 金革科技股份有限公司公開說明書，2004，網址http://www.jingo.com.tw

9. 經濟部智慧財產局，網址http://www.tipo.gov.tw/