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  • 學位論文

平台型企業發展策略分析-以台灣物聯網公司為例

The Development Strategy of Platform Companies-Case Studies of IoT Companies in Taiwan

指導教授 : 蔡文鈞
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摘要


物聯網是由網際網路人與人的溝通型態,進化至人與物、物與物的溝通。因裝置連網產生的數據,可加以分析轉化以產生新的應用,未來無論在連網裝置數量或商機上都相當可觀,台灣企業界應可及早佈局搶占市場先機。然而,物聯網的產業鏈複雜,元件包羅萬象,是個非常分散的產業。且物聯網最終產品形式是服務,需從客戶需求出發,來整合上中下游資源成為服務。傳統上,台灣物聯網企業習於單一產品思維的經營方式,欠缺將產業鏈上下游資源整合的平台策略,將不利於物聯網產業的經營。 因此本文以平台型企業發展策略分析為主題,依照物聯網產業鏈上中下游廠商的特性差異,選擇三家不同產業鏈位置的公司作為個案。再利用Gawer & Cusumano的平台領導的四個準則:企業經營範疇、產品技術、外部關係、內部組織等構面,與Gawer & Cusumano的如何成為平台領導者的兩個策略方法(Coring、Tipping),探討三家個案公司在發展成為平台型企業的歷程中,有哪些策略活動的組合來導致今日平台的樣貌。又有哪一些延續性策略活動或新策略發展來達成平台的願景。以及探討影響平台策略發展的因素為何。 本研究經過個案分析獲得以下結論:一、企業經營物聯網產業需具備平台思維,建構平台以整合產業鏈上下游資源成為服務。二、企業建構物聯網平台時,需衡量自身所處的產業鏈位置、服務客戶的屬性以及企業核心能力,訂定適當的策略。三、物聯網平台是經由Coring、Tipping等策略方法交互運用演化而成。

並列摘要


IoT (Internet of Things) is a new kind of communication type which evolved from Internet. People can create new applications by analyzing big data which come from networked devices. In terms of numbers of networked devices and business opportunities are considerable in the future, it is worthwhile for Taiwanese Companies to join in the market. Because the industry chain of IoT is complicated, and the component of IoT is diversity, and because the final product of IoT is service, companies have to know the needs of clients and then put the complicated components together as a service. Traditionally, Taiwanese IoT Companies are used to operating business by using “product thinking”, and they are lack of “platform thinking” to integrate resources of whole industry chain. Therefore, they will hardly have success with the business of IoT. This research takes “The Development Strategy of Platform Companies” as a subject, and choices three companies in different positions of IoT industry chain as cases study. Researcher takes four levers (Scope, Product technology, External relationship, Internal Organizations) of “Platform Leadership ” written by Gawer & Cusumano, and two methods (Coring, Tipping) of “How Companies Become Platform Leaders” written by Gawer & Cusumano as dimensions to analyze the development strategy of three Platform companies. After analyzing those cases, researcher discusses what kind of past strategic activities lead to the status of platform. And what kind of continuity or new strategic activities lead to the vision of platform. Then, researcher explores the key factors about the development of platform strategy. Researcher generalizes three conclusions from cases analysis and comparison. First, Companies who want to operate business of IoT industry must have platform thinking, and they have to build an industry platform to integrate resources of industry chain as a service. Second, Companies who want to build an IoT platform must measure their position of industry chain, the properties of clients, and their own core competence to draw up suitable strategies. Third, IoT platform is evolved from the Interactive use of Coring and Tipping strategies.

參考文獻


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被引用紀錄


王志明(2014)。跨產業顧問式行銷之比較研究--內隱交換成本理論觀點〔碩士論文,中原大學〕。華藝線上圖書館。https://doi.org/10.6840%2fcycu201400407

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