全球線上遊戲產業競合與興業策略分析

A Study on Co-opetition and Entry Strategy in the Global Online Game Industry

呂澄源(Cheng-Yuan Lu)

指導教授 ： 湯明哲

國立臺灣大學/管理學院/國際企業管理組/碩士(2009年)

https://doi.org/10.6342/NTU.2009.02480

摘要

線上遊戲由於架構在網際網路之上，固定成本高，邊際成本隨著產出下降，同時人際互動是遊戲過程的重要元素，既有玩家愈多、互動愈頻繁，對於吸引新進玩家的後續動能就愈強，具有明顯的網路效應。在這樣的產業經濟特性下，廠商的一般性策略就是搶佔先行者優勢並迅速做大，儘快獨占鼇頭，才有生存發展的空間。本研究的目的在於探討下列問題：（1）在位者是否需要或如何運用進入阻絕策略構築更強大的進入障礙？（2）如果已錯失首動優勢，新進者是否仍有機會避開或打破進入障礙，取得長期的競爭優勢、甚至取代既有龍頭廠商？（3）新進者的進入策略是什麼？（4）全球盛行線上遊戲的主要國家（中、韓、台、日、美），其產業結構與廠商行為有何不同？（5）產業內以及相關產業間的競合態勢如何？如何運用競合策略進入？

研究結果發現，在位者所掌握的網路效應並不足以完全阻絕新進者的進入，仍然需要運用其他阻絕策略構築更強大的進入障礙。對於新進廠商來說，面對已掌握網路效應優勢的在位者，必須清楚認知，已點火啟動的網路效應就像龍捲風般狂烈，正面對抗的下場不是被摧毀、就是得到付出龐大代價後的慘勝，得不償失，因此，必須避免採用正面對決或模仿等註定失敗的進入策略。新進廠商的進入策略應以另闢戰場為主要思維，視自身資源多寡，採取側翼攻擊戰或游擊戰，避開或打破進入障礙。另闢戰場的方式包括：新的商業模式、新的市場區隔、或者是運用競合策略創造出新的賽局。

透過線上遊戲與主機遊戲、電信寬頻產業之間的競合關係分析，研究發現，由於線上遊戲與主機遊戲的商業模式之間存在著巨大的鴻溝；與電信寬頻之間的競合賽局，則由於電信業者掌握了客戶、通路與金流，並且以平台策略稀釋並壓低個別遊戲業者的談判力，電信業者的附加價值較高，成為最大的得利者。線上遊戲業者無法經由連結這兩個產業的賽局而創造出有利於己的新賽局。

關鍵字

線上遊戲 ； 產業分析 ； 網路效應 ； 競合策略 ； 價值網 ； 平台策略 ； 進入阻絕 ； 進入策略 ； 首動優勢

並列摘要

Online games built on the Internet inherently have the properties of high fixed costs and declining marginal costs as output increases. At the same time the interaction between players is an important element in the game. The more players are in the game and the more frequent interaction is between players, the stronger kinetic energy attracts new players. It shows significant network effect. With the economic characteristics, the generic strategy is to seize first-mover advantage and to get big as soon as possible. Only the leaders can survive and develop further. The purpose of this study is to explore the following issues: (1) Whether the incumbent can rely on the network effect to block all possible entries without exploiting other entry deterrence strategies to build higher entry barriers? (2) If the new entrants have missed the first-mover advantage, would they have any chance to avoid or break the entry barriers, to achieve long-term competitive advantage, or even to replace the existing leading vendors? (3) What is the entry strategy for the new entrants? (4) What are the major differences of the industry structure and vendor conduct within the major online game countries (China, South Korea, Taiwan, Japan, and the United States)? (5) How to use the co-opetition strategy to get successful entry?

The results showed that the network effect is not sufficient to completely block the entry of new entrants. The incumbent still need to exploit other entry deterrence strategies to build higher entry barriers. In the face of the network effect already in the possession of the incumbent, the new entrants must be clear understanding of the tornado-like power of the ignited network effect. The fate of head-on confrontation is either to be destroyed or to miserably win after paying a huge price. Therefore, they must avoid the use of a positive match or imitate as the entry strategy doomed to failure. The new firms should take creating alternative battlefields as the main way of thinking when forming entry strategy, depending on the size of their own resources to take flank attack or guerrilla warfare, avoiding or breaking the barriers to entry. To set up an alternative way of the battlefield include: new business models, new market segments, or the use of co-opetition strategies to create a new game.

Through the analysis of co-opetition relationship between online games, console games, and broadband telecommunications industry, the study found that, as there exists huge chasm between the business model of online games and that of console games; and telecom operators control the customers, channels, and payment streams, and dilute the bargaining power of individual game vendor with a platform strategy, who hold higher added-value and will benefit most greatly. Online game vendors cannot create a more favorable new game by linking those two industries.

並列關鍵字

Online Game ； Industry Analysis ； Network Effect ； Co-opetition ； Value Net ； Platform Strategy ； Entry Deterrence Strategy ； Entry Strategy ； First Mover Advantage

參考文獻

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