| dc.contributor.advisor | 傅浚映 | zh_TW |
| dc.contributor.advisor | Fu, Jyun-Ying | en_US |
| dc.contributor.author (Authors) | 陳婉宣 | zh_TW |
| dc.contributor.author (Authors) | Chen, Wan-Shiuan | en_US |
| dc.creator (作者) | 陳婉宣 | zh_TW |
| dc.creator (作者) | Chen, Wan-Shiuan | en_US |
| dc.date (日期) | 2024 | en_US |
| dc.date.accessioned | 1-Jul-2024 12:24:06 (UTC+8) | - |
| dc.date.available | 1-Jul-2024 12:24:06 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-Jul-2024 12:24:06 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0111363016 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/152011 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 企業管理研究所(MBA學位學程) | zh_TW |
| dc.description (描述) | 111363016 | zh_TW |
| dc.description.abstract (摘要) | 本研究旨在探討企業在產業衰退階段應採取何種終局策略以最大化獲利或最小化損失。基於學者的研究框架，選取I公司作為研究對象，深入探討兩個主要問題：第一，依據 Harrigan and Porter (1983) 的理論，I公司在大型主機產業衰退期應採取何種終局策略以最大化成功機會？第二，對照理論分析結果，I公司實際上在大型主機產業衰退期所採取的經營策略是否支持 Harrigan and Porter (1983) 的研究發現？又或者I公司採取不同於理論的策略方向？
研究首先回顧產業生命週期理論，詳細探討產業衰退階段的特性和可能的終局策略。接著，運用波特五力分析模型進行產業競爭分析，以了解大型主機市場結構及競爭態勢。最後，透過資源基礎觀點與理論，使用VRIO架構對I公司的資源和能力進行分析，評估其是否具備可持續競爭優勢。
研究發現，I公司在產業衰退階段採取了產業領頭羊策略，且I公司具備滿足剩餘市場需求的能力，在資本和技術方面擁有顯著優勢，使其能夠在市場衰退期間進行必要的重投資。充足的資本和強大的技術創新能力使其產品和服務能夠持續滿足市場需求，並在市場轉變時快速適應。此外，I公司在大型主機市場中的品牌影響力和客戶忠誠度極高，這使其能夠在高端市場中保持價格穩定並擴大市場份額，避免破壞性競爭，從而保持長期盈利能力。對照實際I公司在產業生命週期所採取之經營策略，大致方向確實符合學者之研究框架。然而作者認為個案公司在近期針對大型主機業務的發展有朝向利基市場策略之能力及趨勢。最終本研究指出儘管I公司目前掌握了大型主機市場的走向但隨著科技迭代速度加快，I公司仍需密切關注其他替代產品的威脅，以在大型主機產業中持續獲利。
總結而言，I公司因具備其他公司難以模仿的可持續競爭優勢，使其能在產業衰退階段採取領頭羊策略。但根據研究分析結果，建議個別公司可不斷根據產業變化情況及自身的發展來談性調整終局策略方向，以延續產業生命週期。 | zh_TW |
| dc.description.abstract (摘要) | This study aims to explore the endgame strategies that companies should adopt during the declining phase of an industry to maximize profit or minimize loss. Based on the theoretical framework proposed by Harrigan and Porter (1983), this research selects I Company as the case study to delve into two main questions:
1. According to Harrigan and Porter's (1983) theory, what endgame strategies should I Company adopt in the declining phase of the mainframe industry to maximize its chances of success?
2. Does the actual business strategy adopted by I Company during the decline of the mainframe industry support the findings of Harrigan and Porter's research? Or does I Company pursue a different strategic direction?
The study begins with a review of the industry life cycle theory, detailing the characteristics of the decline phase and possible endgame strategies. Then, the Porter’s Five Forces model is used to analyze the competitive environment of the mainframe market to understand its structure and competitive dynamics. Finally, using the resource-based view and VRIO framework, the study analyzes I Company’s resources and capabilities to evaluate whether it has sustainable competitive advantages.
The findings reveal that I Company adopted the industry leader strategy during the decline phase and has the capability to meet the remaining market demand. I Company possesses significant advantages in capital and technology, allowing it to make necessary reinvestments during the market downturn. Adequate capital and strong technological innovation enable its products and services to continuously meet market demand and quickly adapt to market changes. Furthermore, I Company's strong brand influence and high customer loyalty in the mainframe market allow it to maintain price stability and expand market share in the high-end market, avoiding destructive competition and ensuring long-term profitability. Comparing the actual strategies adopted by I Company with the theoretical framework, it generally aligns with the findings of scholars. However, the author believes that I Company has the capability and trend to develop a niche market strategy for its mainframe business in the near future.
In conclusion, I Company’s sustainable competitive advantages, which are difficult for other companies to imitate, enable it to adopt a leader strategy during the industry’s decline phase. However, based on the research findings, it is recommended that individual companies continuously adjust their endgame strategies according to industry changes and their own development to extend the industry life cycle. | en_US |
| dc.description.tableofcontents | 謝辭 II
摘要 III
Abstract IV
目錄 VI
圖目錄 VIII
第一章 1
第一節 研究背景與動機 1
第二節 研究問題與目的 2
第三節 研究方法 2
第四節 研究章節架構 3
第二章 5
第一節 產業生命週期（Industry Life Cycle）5
第二節 波特五力分析（Porter’s Five Forces Analysis）9
第三節 資源基礎觀點理論（Resource-Based View Theory）11
第四節 終局策略（End-Game Strategies）17
第三章 25
第一節 大型主機簡介 25
第二節 大型主機產業簡介 32
第三節 大型主機產業概況 35
第四節 大型主機五力分析 36
第五節 大型主機產業生命週期分析 46
第四章 51
第一節 個案公司簡介 51
第二節 I公司大型主機相關產品簡介 56
第三節 資源與能力分析 59
第四節 VRIO架構分析 66
第五節 終局策略分析 73
第六節 經營策略分析 81
第五章 87
第一節 研究結論 87
第二節 研究限制及建議 91
第六章 參考文獻 93
學術文獻 93
網路資料 94
附錄 96
訪綱 96 | zh_TW |
| dc.format.extent | 6242438 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0111363016 | en_US |
| dc.subject (關鍵詞) | 產業生命週期 | zh_TW |
| dc.subject (關鍵詞) | 終局策略 | zh_TW |
| dc.subject (關鍵詞) | 波特五力分析 | zh_TW |
| dc.subject (關鍵詞) | 資源基礎理論 | zh_TW |
| dc.subject (關鍵詞) | VRIO | zh_TW |
| dc.subject (關鍵詞) | 大型主機 | zh_TW |
| dc.subject (關鍵詞) | 持續性競爭優勢 | zh_TW |
| dc.subject (關鍵詞) | Industry Life Cycle | en_US |
| dc.subject (關鍵詞) | End-game Strategy | en_US |
| dc.subject (關鍵詞) | Porter’s Five Forces | en_US |
| dc.subject (關鍵詞) | Resource-based View | en_US |
| dc.subject (關鍵詞) | VRIO | en_US |
| dc.subject (關鍵詞) | Mainframe | en_US |
| dc.subject (關鍵詞) | Sustainable Competitive Advantage | en_US |
| dc.title (題名) | 大型主機產業的經營策略分析 以 I 公司為例 | zh_TW |
| dc.title (題名) | Analysis of Business Strategies of the Mainframe Industry Case Study of I Company | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 學術文獻
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
Barney, J. (1995). Looking inside for competitive advantage. Academy of Management Perspectives, 9(4), 49-61.
Dean, J. (1950). Pricing policies for new products. Harvard business review, 28, 45-50.
Grant, R. M. (1991). The resource-based theory of competitive advantage: implications for strategy formulation. California Management Review, 33(3), 114-135.
Hamel, G., & Prahalad, C. K. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
Harrigan, K. R. (1980). Strategy formulation in declining industries. Academy of Management Review, 5(4), 599-604.
Harrigan, K., & Porter, M. (1983). End-Game Strategies for Declining Industries, Harvard Business Review, 64, 111-120..
Hesterly, W., & Barney, J. (2014). Strategic management and competitive advantage: Pearson/Education.
Levitt, T. (1965). Exploit the product life cycle (Vol. 43): Graduate School of Business Administration, Harvard University Cambridge, MA .
Penrose, E. T. (1959). The Theory of the Growth of the Firm: Oxford university press.
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78.
Roussel, P. A. (1984). Technological maturity proves a valid and important concept. Research Management, 27(1), 29-34.
Selznick, P. (1957). Law and the Structures of Social Action. In: JSTOR.
Vernon, R. (1966). International Investment and International Trade in the Product Cycle. Quarterly Journal of Economics, 80(2), 190-207.
網路資料
1. IBM 官方網站https://www.ibm.com/us-en
2. IBM Z https://www.ibm.com/z
3. IBM Research https://research.ibm.com
4. IBM 2023 Annual Report
https://www.google.com/search?client=safari&rls=en&q=ibm+2023+annual+report&ie=
UTF-8&oe=UTF-8
5. Fujitsu Mainframe
https://www.fujitsu.com/global/products/computing/servers/mainframe/globalserver/
6. Unisys Mainframe https://www.unisys.com/siteassets/collateral/ebook/eb-04182024-
clearpath-foward-solution-overview.pdf
7. 哈佛商業評論－競爭力如何形塑策略
https://www.hbrtaiwan.com/article/21382/how-competitive-forces-shape-strategy
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https://hbr.org/2008/01/the-five-competitive-forces-that-shape-strategy
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10. Dell EMC 大型主機技術概觀
https://www.delltechnologies.com/asset/zh-tw/products/storage/industry-market/h6109-
mainframe-technology-wp.pdf?ref=cpcl_storage-mainframedellbuyercontentlayoutitems-
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https://www.google.com/url?q=https://www.statista.com/statistics/799064/worldwiderevenue-
ibm-system-zmainframe/&
sa=D&source=docs&ust=1716366668820647&usg=AOvVaw3ekles3_liaL
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https://www.statista.com/statistics/274823/ibms-global-revenue-by-segment/
13. Hitachi Vantara https://www.hitachivantara.com/en-us/products/storageplatforms/
mainframe-storage
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https://www.digitimes.com.tw/tech/dt/n/shwnws.asp?CnlID=1&id=688925&query=大型
主機
15. iThome: 日立停產大型主機，改推自家OS 搭配IBM Z
https://www.ithome.com.tw/news/114445
16. LinkedIn: IBM DS8900F – The Market Leader for Mainframe Storage
https://www.linkedin.com/pulse/ibm-ds8900f-market-leader-mainframe-storage-ericherzog
17. ITIC 2023 Reliability Survey IBM Z Results
https://itic-corp.com/itic-2023-reliability-survey-ibm-z-results/
18. IBM Security Cost of a Data Breach Report
https://www.ibm.com/downloads/cas/E3G5JMBP
19. IBM Redbooks: Accelerate Mainframe Application Modernization with Hybrid Cloud
https://www.redbooks.ibm.com/abstracts/redp5705.html
20. Forbes: The 6 Most Important Tech Trend Predictions For 2023
https://www.forbes.com/sites/bernardmarr/2023/01/20/the-6-most-important-techtrendpredictions-
for-2023/?sh=4ab5aab24c74
21. IBM Research: Application modernization on the mainframe
https://www.ibm.com/downloads/cas/7BJPNGND
22. Reuters Graphics
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010040KH18J/index.html | zh_TW |
