Exploring the Competitive Strategy of Tablet PC Industry – A Cast Study of Apple and ASUS Corporation
|關鍵字:||平板電腦;資源基礎;競爭優勢;策略規劃;Tablet;Resource-Based Theory;Competitive advantage;Strategic planning|
This is an era of global price competition, rise of consumer awareness, and technology changes. After Apple Inc. introduced the iPad tablet in 2010, some industries, including Notebook, Netbook, Smart phone, and E-Reader, have been impacted by tablet PC more and more. The brand manufactures of PC are facing the pressure of the shrinking market. Although many firms take immediate action to compete the tablet market and imitate Apple’s business model and business strategy, they couldn’t influence the leading status of Apple in the tablet PC industry. They haven’t even found the key to growth yet. In this study, we will discuss the obstacles to which the brand owners have to overcome in responsing to the changes in the market. Through the application of Resource-Based Theory, Five Forces Analysis, and SWOT Analysis of the Competition, the study will show how Apple Inc. and ASUSTeK Computer Inc. use their resources and take advantage of their strengths and weaknesses to develop their business strategy in the tablet PC industry. The study will also describe opportunities and threats which they may face in the future. Since Apple is the market leader, after analyzing its business model and competitive strategy, we find out Apple has a wealth of digital content and software ecosystem, the key technologies of mobile devices, flexible marketing and pricing strategies, and perfect marketing and service network. So Apple could continue to stay ahead in the tablet market. When Apple designed its original iPad, it had zero market share; the company had nothing to lose by taking risks. As a result, the tablet teemed with bold ideas. But as the iPad became more iconic and more important to Apple, the company’s courage to shake things up has dwindled. Why mess with a great thing? That timidity gave other brand manufactures the opening they needed. Comparatively speaking, ASUS is a typical PC brand owner They should think about how to focus on establishing outstanding brand images, strengthening R&D capabilities, creating difference, and continue developing new technologies to enhance industrial competition. When the market transformation and change in consumer habits approach, ASUS should change the crisis into the basis of development and transformation, and make good use of their advantages in resources. By doing these, they will have confidence to face the on-going competition and challenges in the industry.
|Appears in Collections:||Thesis|