PCHome 24小時購物之創新技術競爭策略 －以倉儲管理技術之專利分析為基礎

Abstract

在此網路普及、電子商務發展、全球化經營等趨勢下，倉儲管理要面對的是更有效與精確的處理以及儲存更多的品項，以較低的成本並滿足多樣的顧客需求；為維持企業競爭力，倉儲技術已經成為企業營運在產業競爭中的關鍵議題。\n本研究是一個探索性的個案研究，研究對象為PCHome24小時購物事業部，分析基本架構為Chen(1996)所提出的動態競爭理論架構。依據PCHome論述有關倉儲管理的創新技術，透過專利資料分析，先以宏觀的角度來探討類似之倉儲管理技術樣貌，再以微觀的層面，探討其他擁有關聯性技術資源的廠商和PCHome 24小時購物之競爭關係以及策略。\n研究結果顯示，擁有與PCHome 24小時購物創新倉儲管理類似技術的專利權人，其所屬於產業有與PCHome 24小時購物相同的電子商務，其他還有製造、健康照護、軟體資訊以及供應鍵自動化系統顧問服務業等，呈現多廣泛多元。依據Chen(1996)的動態競爭理論架構分析發現，擁有與PCHome所論述之創新倉儲管理技術概念類似技術專利的廠商，在不同的產業，依不同的市場共同性與專利技術資源相似程度，產生不同的市場策略與技術專利策略。其中包含PCHome面對相同市場時的優先專利佈局以防堵競爭對手進入策略，或透過專利訴訟發動攻擊性行動；面對已被專利的技術特徵時做回避以及差異化專利佈局以保護市場的防禦性行動；透過不同市場的相關專利技術做交叉授權或直接併購/取得技術專利授權，以強化自身專利技術來確保市場競爭力；以及最後，將其倉儲創新技術專利化商品化來開拓新市場，以及透過專利授權來賺取授權金以增加營收等策略。

Basing on the popularity of internet, development of e-commerce, and business globalization, enterprises need more efficient and accurate warehouse management technology to meet diverse customer needs. In order to maintain the competitiveness of enterprises, innovative technology has become a key issue of the enterprises operating in industrial competition.\nThis study is an exploratory case study and we select PCHome 24-hour Shopping as the subject. The foundation of this study is basing on the theoretical framework of dynamic competitive proposed by Chen (1996). \nAccording to the PCHome discourse on the warehouse management of innovative technologies, we started with the macro perspective to explore the similar appearance of the technologies basing on patent analysis; and then, to the micro level, we investigate the other enterprises which have similar technical resources and discuss their competitive relationship and business strategy of PChome.\nThe results show that, the patentees which have similar technologies patents belong to diverse industries including e-commerce, manufacturing, health care, software information technology and supply chain automation systems consultancy services.\nBasing on the dynamic competitive framework, PCHome would produce different market strategy and patent strategy to the patentees depending on the market commonality and patented technology resources similarity. These competitive strategies include launching offensive action through patent litigation or attempt to prevent the entry strategies of competitors. Facing to the patentee who has patented similar technology, PCHome should avoid patented technical features and differentiate patent portfolio to protect the market. Further, through cross-licensing patented technology or directly to M & A / access to relate technology patents could strengthens the innovative technology to ensure market competitiveness. And finally, patenting or commercializing the innovative technologies could develop new markets, as well as through patents to earn licensing fees to increase revenues.