電子遊戲產業廠商之經營與發展策略探討：以任天堂為例

Analysis on the Management and Development Strategy of Console Gaming Industry: The Case of Nintendo

謝妮庭(Ni-Ting Hsieh)

指導教授 ： 郭瑞祥

共同指導教授 ： 陳忠仁

國立臺灣大學/管理學院/商學研究所/碩士(2019年)

https://doi.org/10.6342/NTU201902192

摘要

任天堂（日語：任天堂，平假名發音：にんてんどう；英文：Nintendo）是一間日本知名的全球企業，於1889年由山內房治郎（Yamauchi Fusajirō）在日本京都創立，最初以製作花札起家，後於1970年代後期投入電子遊戲產業，現今主要從事電子遊戲軟硬體相關，和玩具的開發、製造與發行。任天堂最著名的家用遊戲主機產品為2006年推出的Wii，全球累積銷售量為1億163萬台，也使任天堂在2009年會計年度營收達到歷史最高點的一萬八千三百八十六億日圓，顯示其即使身處全球金融風暴的年代也有逆風成長的能力。
任天堂一向反對「產品要應用最新的科技技術和規格」。然而進入二十一世紀後的科技發展及網路傳播，使得電子遊戲這項十分依靠社群外部性的產業在發展上競爭上越來越激烈，消費者們也不免俗地將各種電子產品的技術規格當作選購時的考量依據，在家用遊戲主機方面也不例外，業內三強之一的索尼（SONY）即是靠著配備強大功能的PlayStation 4（2013年發售）在繼任天堂Wii之後奪得家用型電視主機銷量第一的寶座至今。然而2017年任天堂正式推出新一代家用型遊戲主機任天堂Switch又再次靠著創新讓全球市場將目光轉向了他，任天堂Switch同時具備家用遊戲機（需連接電視螢幕）和掌上型遊戲機的功能設計，滿足了玩家們希望不論出門在外或在家遊玩時，能夠不用間斷地無縫持續遊玩的需求。任天堂Switch於發售後也在家用遊戲主機市場的市佔比急速追趕競爭對手索尼的PlayStation 4，至2019年已達到約46%，高於PlayStation 4的42%。然而目前看似成功的任天堂Switch，接下來也將要面對2020年索尼預計發佈的PlayStation 5消息。且索尼早已將VR應用至電子遊戲主機（PlayStation VR，2016年上市），在這瞬息萬變的電子遊戲產業之中，任天堂Switch的目前的成功雖值得慶賀，但仍得小心翼翼，面對產業的未來發展與變化。
本文以個案研究探討任天堂公司，並將遊戲主機硬體與遊戲軟體分為兩部分做產品發展階段的區隔，再進一步根據電子遊戲產業外部因素，結合任天堂所擁有的核心資源與能力，探討其在產品設計的理念與應用，並以BCG矩陣解析任天堂現階段的事業概況，最後再輔以產業最新的發展方向挑戰，給予任天堂未來發展方向的建議。

關鍵字

任天堂 ； 電子遊戲 ； 家用型遊戲主機 ； 掌上型遊戲機 ； 手機遊戲 ； 產業分析 ； 資源與能力分析 ； BCG矩陣分析 ； VR產業應用

並列摘要

Nintendo (Japanese hiragana pronunciation: にんてんどう) is a well-known global enterprise in Japan. It was founded in 1889 by Yamauchi Fusajirō in Kyoto, Japan. It started out as a producer of flower shoots. Nintendo's most famous game console product, Wii, launched in 2006, has sold 101.63 million units worldwide, bringing Nintendo's revenue to an all-time high of 1,838.6 billion yen in fiscal 2009, demonstrating its ability of moving against the tide and experiencing growing sales in a time of financial crisis.
Nintendo has always been opposed to "Developing products with the latest technology and specifications." After entering the 21st century, however, the development of technology and the network, makes the video game industry which is very rely on community externalities become more competitive. Consumers take technical specifications as criteria when choosing electronic products, in the home game console is not exceptional. SONY, which is one of the three largest companies in game console industry, took success by PlayStation 4 (2013), which is equipped with powerful functions, after Wii won the household type TV host sales first throne ever since. In 2017, however, Nintendo officially launched a new generation of home game console, Nintendo Switch (NS), and it again made and show its new innovation to the global market. Nintendo Switch is designed with both a home console (which needs to be connected to the TV screen) and a handheld game console, meeting the needs of players who want to play continuously and seamlessly while away or at home. Nintendo Switch's market share of the home game console also shot up to rival SONY's PlayStation 4, reaching about 46% by 2019, up from 42% for the PlayStation 4. However, Nintendo Switch, which appears to be a success so far, will be followed by SONY's expected release of the PlayStation 5 in 2020 or 2021. And SONY has already applied VR to the video game console (PlayStation VR, launched in 2016). In the rapidly changing video game industry, the current success of Nintendo Switch is worth for celebration, but still has to be cautious about future developments and changes in the game industry.
This thesis discusses Nintendo with the method of case study, and divides the game console hardware and game software into two parts to distinguish the product development stage. Further, according to the external factors of the video game industry and the core resources and capabilities of Nintendo, discusses the concept and application of Nintendo in product design. Then using BCG matrix to analyze Nintendo's current business situation, and finally supplemented by the industry's latest development and challenges, giving suggestions for Nintendo's future direction.

並列關鍵字

Nintendo ； Video game ； Game console ； Hand-hold console ； Mobile game ； Industry analysis ； Resources and Capacity analysis ； BCG matrix ； VR industry

參考文獻

英文文獻：

1. Bain, J. S. （1951）. Relation of profit rate to industry concentration: American manufacturing, 1936–1940. The Quarterly Journal of Economics, 65（3），293-324.

2. H Demsetz （1973）. Industry structure, market rivalry, and public policy, The Journal of Law and Economics, 16（1）, 1-9.

3. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17（1），99-120.

4. Barney, J. B., & Hesterly, W. S. （2010）. VRIO Framework. In Strategic Management and Competitive Advantage （pp. 68–86）. New Jersey: Pearson.