互聯網技術產業之成長經營策略探討：以百度公司為例

Analysis of Growth Management Strategy in the Internet technology industry: the case of Baidu

李蕙宇(Hui-Yu Lee)

指導教授 ： 郭瑞祥

共同指導教授 ： 陳忠仁(Chung-Jen Chen)

國立臺灣大學/管理學院/商學研究所/碩士(2016年)

https://doi.org/10.6342/NTU201601041

摘要

百度公司為一中國互聯網企業，自2000年以搜尋服務起家，緊跟著Google的腳步，推出中文版的關鍵字搜尋引擎、使用者點擊付費商業模式、組織氛圍和自由風氣，快速模仿並推出相似的產品服務，以領導中國網路使用者搜尋行為，並在四年內成為中國搜尋引擎行業中使用者流量與營收兼冠的典範民族企業。百度2005年赴美國NASDAQ上市，曾創下了首日漲幅353.8%的中國企業奇蹟，至2015年底，百度年營收663.8億人民幣，總獲利336.6億，為中國第三大互聯網服務商，世界第三大搜尋引擎服務商。

百度透過建構網盟與多角化經營社群媒體，塑造了中國特有的搜尋生態圈，創造了商家、使用者的高度黏著，也因此鞏固了10年的搜尋霸主地位。2007年，百度決定也投入電子商務領域，與互聯網巨頭們相互角逐。2008年像是百度命運的分水嶺，不但搜尋本業獲利商業模式陷入道德爭議與社會撻伐，國際化的市場擴展與電商多角化經營績效也不如指望，競爭對手的領域拓展營收卻蒸蒸日上，不但超越了百度的規模，甚至將距離越拉越遠。

本研究以成長策略將百度公司發展歷程區隔為四大階段，並探討崛起關鍵成功因素，並利用其資源能力、核心競爭力討論其多角化困境，及百度現階段欲轉型為移動整合入口的綜合互聯網服務商，而現階段該如何以其優勢維持其在中國互聯網之影響力與地位。

關鍵字

百度 ； 互聯網 ； 產業分析 ； 成長經營策略 ； 企業資源基礎理論 ； 多角化策略 ； 國際化策略

並列摘要

Baidu Inc. is a company of China internet technology industry, incorporated on January 18, 2000 as a searching eingine company. By following the steps of Google, Baidu offered a Chinese search engine for websites, P4P commercial business model, and constructed an open-minded and creative organization culture. Baidu created the user searching behavior and became a leading national enterprise with both revenue and profit earned in 4 years. Baidu went public on August 5, 2005 on the NASDAQ exchange, rocketed 353.8% higher in their first day of U.S. public trading. Reaching about RMB66.4 billion dollars in sales revenue and RMB33.67 billion in total net profit, Baidu won the third place of scale in the Internet technology industry and in the web searching engine field.

Baidu built a China-specific search ecosystem through constructed Baidu Union and served social media products, created a strong adhension between vendors and users, which made it to be a dominate web-searching company. In 2007, Baidu envolved in e-commerce domain, however encounterd greate difficulties while competed with other magnate. Baidu faced its watershed in 2008, not only because its core service ’web-searching service’ fell into moral problems, but also failed in internationalization and diversification strategies while competitors got greater success in both capital growth level and reveue scale.

The study is aimed to analyze how Baidu’s grows strategies in different phases by case study method, and discuss the key success factors in each stage. First of all, it will define Baidu’s strategies, resources and capabilities which were used to identify the strait of diversitification that Baidu met. Baidu commits to transform to an internet intergrated entrance service provider on mobile devices. We will analyze how Baidu operates its dominant position to sustain its impact and status in China Internet technology industry.

Keywords: Baidu, Inc., BIDU, Internet technology industry, Industry Analysis, Growth strategy, Resource-based view, Diversification growth strategy, Internationalization strategy.

並列關鍵字

Baidu, Inc. ； BIDU ； Internet technology industry ； Industry Analysis ； Growth strategy ； Resource-based view ； Diversification growth strategy ； Internationalization strategy

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