標題: 雙邊市場的競爭平台 : 試論智慧型手機產業動態競爭市場
Platform Competition in Two-Sided Markets: Implications of Dynamic Competitive Strategy for the Smartphone Industry
作者: 游瑞淵
Joos, Roberto Alejandro
唐瓔璋
Tang, Ying-chan
企業管理碩士學程
關鍵字: 雙邊市場;競爭平台;智慧型手機;產業分析;框架;宏達電;two-sided market;platform competition;smartphone;industry analysis;conceptual framework;HTC
公開日期: 2012
摘要: In its limited scope, this paper endeavors to combine current knowledge of Industry Structure, Two-Sided Markets, Product Platforms, Innovation and Strategic Management in a single integrative and easy to apply framework that addresses recent technological and societal trends. Whereas most platform management literature revolves around the view of the platform leader and what strategy he should adopt to consolidate the power of his position, the aim of this study is to develop an alternative model that addresses the needs of any stakeholder that does not have any significant power to influence a dominating platform but wants to benefit from being part of its ecosystem. The Product Platform Development Model (PPDM) developed in this paper is the base for our analysis. Thus it is by combining concepts of Business Plan Generation, the Power Tower for Platform Building and the Stack Model for Industry Structure that the case of a single firm –HTC- in the smartphone industry is elucidated and a tailor-made set of propositions developed. Thus it is by drawing on the Business Model Canvas [33], that the key trends, market and industry forces are identified. In a second stage, by drawing on the PPDM Model, an extensive analysis of the ecosystem is carried out. This analysis means to determine the degree of integration in the ecosystems where a single firm operates, how value is created and shared between the different levels of these ecosystems’ value chain, and to what degree companies are able to benefit from adopting various strategies. This integrative model not only exposes the importance of open vs. closed platform development, but also the imminent conflicts with adjacent industries from where new entrants often originate. The external market analysis is followed by a company internal resource-based approach to better understand which organizational competencies and capabilities the firm needs to draw on and leverage from its partners to develop its own coherent product platform. By drawing on three major building blocks from the main organizational functions, i.e. consumer insights, product technologies and manufacturing know-how, the firm is able to develop its own product line and ideally product platform composed of an efficient subsystem-mix. Thanks to this efficient distribution of resources and leveraging of partner-capabilities, the firm is able to better identify market opportunities and develop a matching strategy and product offering. This constitutes the last step in the PPDM model. To conclude, this study has made some progress in advancing platform management thinking, innovation management and two-sided market dynamics on one hand, while applying it to a concrete case example –HTC- on the other. It has proved the increased importance of industry consolidation in the technology industry, while proposing an analytical framework for “market takers” to insure increased chances of survival in an ever more competitive environment. It is paramount that further quantitative studies be carried out to substantiate causality effects and improve the predictability and accuracy of the PPDM Model. In the meantime, we hope to be able to give a better insight to the reader into the importance of platform based thinking. Note to whom already possesses extensive knowledge of the aforementioned issues and the structure of the smartphone industry: Chapters 3 and 5 will likely be more insightful.
In its limited scope, this paper endeavors to combine current knowledge of Industry Structure, Two-Sided Markets, Product Platforms, Innovation and Strategic Management in a single integrative and easy to apply framework that addresses recent technological and societal trends. Whereas most platform management literature revolves around the view of the platform leader and what strategy he should adopt to consolidate the power of his position, the aim of this study is to develop an alternative model that addresses the needs of any stakeholder that does not have any significant power to influence a dominating platform but wants to benefit from being part of its ecosystem. The Product Platform Development Model (PPDM) developed in this paper is the base for our analysis. Thus it is by combining concepts of Business Plan Generation, the Power Tower for Platform Building and the Stack Model for Industry Structure that the case of a single firm –HTC- in the smartphone industry is elucidated and a tailor-made set of propositions developed. Thus it is by drawing on the Business Model Canvas [33], that the key trends, market and industry forces are identified. In a second stage, by drawing on the PPDM Model, an extensive analysis of the ecosystem is carried out. This analysis means to determine the degree of integration in the ecosystems where a single firm operates, how value is created and shared between the different levels of these ecosystems’ value chain, and to what degree companies are able to benefit from adopting various strategies. This integrative model not only exposes the importance of open vs. closed platform development, but also the imminent conflicts with adjacent industries from where new entrants often originate. The external market analysis is followed by a company internal resource-based approach to better understand which organizational competencies and capabilities the firm needs to draw on and leverage from its partners to develop its own coherent product platform. By drawing on three major building blocks from the main organizational functions, i.e. consumer insights, product technologies and manufacturing know-how, the firm is able to develop its own product line and ideally product platform composed of an efficient subsystem-mix. Thanks to this efficient distribution of resources and leveraging of partner-capabilities, the firm is able to better identify market opportunities and develop a matching strategy and product offering. This constitutes the last step in the PPDM model. To conclude, this study has made some progress in advancing platform management thinking, innovation management and two-sided market dynamics on one hand, while applying it to a concrete case example –HTC- on the other. It has proved the increased importance of industry consolidation in the technology industry, while proposing an analytical framework for “market takers” to insure increased chances of survival in an ever more competitive environment. It is paramount that further quantitative studies be carried out to substantiate causality effects and improve the predictability and accuracy of the PPDM Model. In the meantime, we hope to be able to give a better insight to the reader into the importance of platform based thinking. Note to whom already possesses extensive knowledge of the aforementioned issues and the structure of the smartphone industry: Chapters 3 and 5 will likely be more insightful.
URI: http://140.113.39.130/cdrfb3/record/nctu/#GT079988531
http://hdl.handle.net/11536/51003
Appears in Collections:Thesis


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