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題名 智慧電視產業策略群組分析—資源基礎觀點
Strategic Group Analysis of the Smart TV Industry — A Resource-Based Perspective作者 陳梅芬
Chen, Mei Fen貢獻者 樓永堅
Lou, Yung Chien
陳梅芬
Chen, Mei Fen關鍵詞 智慧電視
資源基礎
策略群組
Smart TV
Resource-Based
Strategic Group日期 2012 上傳時間 22-Jul-2013 11:29:24 (UTC+8) 摘要 隨著網際網路與雲端技術快速發展所帶來的數位匯流趨勢，模糊既有電視製造產業與資訊通信科技產業之間的界線，智慧電視產品興起，因而出現許多新的市場參與者，例如：網際網路搜尋龍頭Google。本研究採取個案研究法，關注Apple、Google、Samsung、TCL、Sony、聲寶六家個案廠商，探討兩個面向：一、先從資源基礎觀點（Resource-Based View）分析個案廠商本身資源與能力，瞭解現階段智慧電視廠商本身擁有的核心資源是否足以成為在智慧電視產業中發展的持久性優勢；二、再以策略群組（Strategic Group）分析，探討目前各廠商在策略群組上的分佈及群組間的移動障礙。依據「發展智慧電視平台所擁有的資源能力程度」及「產品線廣度（家電及3C）」兩個策略構面，本研究將個案廠商區分為四個策略群組：（1）平台優勢組：Apple及Google，（2）產製優勢組：Samsung及TCL，（3）內容優勢組：Sony，（4）區域在地組：聲寶。研究結果發現個案廠商策略群組之間的移動障礙主要來自於產業供給特性（應用平台的規模經濟）、廠商特性（企業供應鏈垂直整合程度、企業多角化程度），顯示本身資源具備規模經濟的個案廠商，除了在外借資源及重整既有資源上較具備優勢，也開始朝向多角化發展，例如：傳統電視硬體製造廠商開始積極往軟體平台及應用服務內容發展；這意味著產業疆界的改變，除了促成產業鏈的重構，也造成更大範圍的跨產業資源整合。
Due to digital convergence driven by the rapid development of internet and cloud computing technologies, the boundary between TV manufacturing and ICT industry becomes blurred. With the rise of Smart TVs, more corporations are entering the market, such as: Google, the leader of internet search engine. This study uses case studies as a research method and focuses on 6 companies, including Apple, Google, Samsung, TCL, Sony, and Sampo. There are two purposes of this study. First, from a Resource-Based View, evaluate case companies’ resources and capabilities and to find out if they can be transformed into sustainable competitive advantages in Smart TV market. Second, use Strategic Group Analysis to investigate how these strategic groups are constructed and if there is any mobility barrier between strategic groups.Based on “the potential of a company’s resources and capabilities to develop Smart TV platform” and “the breadth of product lines (home appliances and 3C products)” two strategic dimensions proposed by this study, case companies are divided into four groups: (1) Platform Advantage – Apple and Google, (2) Production Advantage – Samsung and TCL, (3) Content Advantage – Sony, and (4) Localization Advantage – Sampo. The result shows that the mobility barriers between these strategic groups are primarily derived from industry supply characteristic (economies of scale of platform) and characteristics of firms (supply chain vertical Integration and business diversification). It implies that the company which possesses economies of scale of resources not only takes advantage of borrowing external resources and leveraging existing resources, but also turns to diversification, for example, traditional TV manufacturers begin to develop platform and apps actively for Smart TV. It means the blurring of industry boundaries contributes to the reconstruction of the industrial value chain and causes a wider range of cross-industry integration of resources.參考文獻 中文部分：David Dranove, Sonia Marciano(2006)。經營與策略最佳實務。周曉琪譯。台北：城邦文化。(原作出版於：2005年)Gary Hamel & C. K. Prahalad (2004)。競爭大未來：掌握產業、創造未來的突破策略。顧淑馨譯。台北：智庫。(原作出版於：1994年)Michael E. Porter(1998)。競爭策略：產業環境及競爭者分析。周旭華譯。台北：天下文化。(原作出版於：1980年)Robert K. Yin(2001)。個案研究法。尚榮安譯。台北：弘智文化。(原作出版於：1994年)吳思華(2000)。策略九說。台北：臉譜。李芷氤(2008)。台灣汽車電子產業策略群組之研究。台灣師範大學工業教育所碩士論文，台北。周子學主編(2011)。電子信息產業經濟運行分析與展望2011-2012年。北京：電子工業出版社。黃光華(2005)。醫院策略群組與績效之縱貫性研究。陽明大學公共衛生學研究所衛生政策與管理組碩士論文，台北。曾應欣(2011)。智慧電視經營模式之研究—以Apple、Google及Samsung為例。交通大學科技管理所碩士論文，新竹。劉世昌(2010)。薄型電視機代工與自有品牌策略研究—以台資LCD TV產業為例。政治大學商學院經營管理碩士學程企業組碩士論文，台北。劉駿逸(2011)。智慧型電視發展和產業分析及對傳統電視產業影響。台灣大學企業管理碩士專班碩士論文，台北。喬維、薛楠(2012)。典型智能電視產業發展模式的啟示—以谷歌、蘋果和三星為例。電視技術，36(14)，1-3。鍾憲瑞(2008)。產業分析精論：多元觀點與策略思維。台北：前程文化。英文部分：Bain, J. S. (1959). Industrial Organization. New York: Wiley.Barney, Jay. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120. Caves, R. E., & Porter, M. E. (1977). From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition. Quarterly Journal of Economics, 91(2), 241-261. Cesar, P. and Chorianopoulos K. (2009). The Evolution of TV Systems, Content, and Users Toward Interactivity. Foundations and Trends in Human–Computer Interaction, 2(4), 373-395. Collis, David J., & Montgomery, Cynthia A. (1995). Competing on Resources: Strategy in the 1990s. Harvard Business Review, 73(4), 118-128. Daidj, N. (2013). Corporate Strategies, Business Ecosystems and Convergence. International Conference on Technology and Business Management, Dubai.Fiegenbaum, Avi, McGee, John, & Thomas, Howard. (1988). Exploring the Linkage between Strategic Groups and Competitive Strategy. International Studies of Management & Organization, 18(1), 6-25. Grant, Robert M. (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33(3), 114-135. Han, Y. S. (2010). Smart TV Market Patterns Different from Smart Phone. LG Business Insight Weekly Focus, 48-54.Harrigan, K.R. (1985). Strategies for Joint Ventures. Lexington, MA: Lexington Books.Hart, Stuart L. (1995). A Natural-Resource-Based View of the Firm. The Academy of Management Review, 20(4), 986-1014.Hatten, K. J. (1974). Strategic Models in the Brewing Industry. Unpublished doctoral dissertation, Purdue University, West Lafayette, IN.Hatten, K. J., Schendel, D. E., & Cooper, A.C. (1978). A Strategic Model of the U.S. Brewing Industry: 1952-1971. Academy of Management Journal, 21(4), 592-610.Houthoofd, Noel, & Heene, Aime. (1997). Strategic Groups as Subsets of Strategic Scope Groups in the Belgian Brewing Industry. Strategic Management Journal (1986-1998), 18(8), 653-653. Hunt, M.S. (1972). Competition in the Major Home Appliance Industry, 1960-1970. Unpublished doctoral dissertation, Harvard University, Cambridge, MA.Kim, M.K and Park, J.H. (2011). Demand Forecasting and Strategies for the Successfully Deployment of the Smart TV in Korea. The 13th International Conference on Advanced Communication Teconology, Seoul. Mascarenhas, Briance, & Aaker, David A. (1989). Mobility Barriers and Strategic Groups. Strategic Management Journal, 10(5), 475-485.McGee, John, & Thomas, Howard. (1986). Strategic Groups: Theory, Research and Taxonomy. Strategic Management Journal, 7(2), 141-160. Penrose E.(1959).The Theory of the Growth of the Firm. UK: Oxford University Press.Prahalad, C. K., & Hamel, Gary. (1990). The Core Competence of the Corporation. Harvard Business Review, 68(3), 79-91. Rumelt, R.P. (1984). Towards a Strategic Theory of the Firm. In R.B. Lamb (ed.) Competitive Strategic Management. Englewood Cliffs, NJ: Prentice-Hall.Selznick, P. (1957). Leadership in Administration: A Sociological Interpretation. Evanston, IL: Row, Peterson. Shin, Dong-Hee, Hwang, Yongsuk, & Choo, Hyunseung. (2013). Smart TV: Are They Really Smart in Interacting with People? Understanding the Interactivity of Korean Smart TV. Behaviour & Information Technology, 32(2), 156-172. Song, M. J. (2010). Trend and Implications of the Media Market Change Caused by Evolution into Smart TV. Digieco Focus. Wernerfelt, Birger. (1984). A Resource-Based View of the Firm. Strategic Management Journal, 5(2), 171-180. 網路部分：DisplaySearch, Inc. (2012, June 12). Quarterly Smart TV Shipment and Forecast Report. Retrieved June 5, 2013, from http://www.displaysearch.com/cps/rde/xchg/displaysearch/hs.xsl/120612_smart_tv_surges_in_popularity_worldwide.aspDisplaySearch, Inc. (2013, April 9). Q1’13 Quarterly Smart TV Usage Study. Retrieved June 5, 2013, from http://www.displaysearch.com/cps/rde/xchg/displaysearch/hs.xsl/130409_gaming_consoles_lead_global_connected_tv_usage.aspGartner, Inc. (2012, November 14). Gartner Says Worldwide Sales of Mobile Phones Declined 3 Percent in Third Quarter of 2012; Smartphone Sales Increased 47 Percent. Retrieved June 5, 2013, from http://www.gartner.com/newsroom/id/2237315Gartner, Inc. (2013, April 17). The Gartner Supply Chain Top 25 for 2013. Retrieved June 5, 2013, from http://www.gartner.com/technology/supply-chain/top25.jspHarris Interactive, Inc. (2012, July 19). Netflix and YouTube are Must Have Apps for Smart TV Owners. Retrieved June 5, 2013, from http://www.harrisinteractive.com/NewsRoom/HarrisPolls/tabid/447/ctl/ReadCustom%20Default/mid/1508/ArticleId/1048/Default.aspxMark Bonchek, Sangeet Paul Choudary (2013, January 31). Three Elements of a Successful Platform Strategy. Retrieved June 5, 2013, from http://blogs.hbr.org/cs/2013/01/three_elements_of_a_successful_platform.htmlMcKinsey, Inc. (n.d.). Smart TV: Too smart to win over consumers? Retrieved June 5, 2013, from http://csi.mckinsey.com/Knowledge_by_region/Global/smart_TVMillward Brown, Inc. (2013, May 21). BrandZ Top 100 Most Valuable Global Brands 2013. Retrieved June 5, 2013, from http://www.wpp.com/wpp/marketing/brandz/brandz-2013 描述 碩士
國立政治大學
商管專業學院碩士學位學程(AMBA)
100380021
101資料來源 http://thesis.lib.nccu.edu.tw/record/#G0100380021 資料類型 thesis dc.contributor.advisor 樓永堅 zh_TW dc.contributor.advisor Lou, Yung Chien en_US dc.contributor.author (Authors) 陳梅芬 zh_TW dc.contributor.author (Authors) Chen, Mei Fen en_US dc.creator (作者) 陳梅芬 zh_TW dc.creator (作者) Chen, Mei Fen en_US dc.date (日期) 2012 en_US dc.date.accessioned 22-Jul-2013 11:29:24 (UTC+8) - dc.date.available 22-Jul-2013 11:29:24 (UTC+8) - dc.date.issued (上傳時間) 22-Jul-2013 11:29:24 (UTC+8) - dc.identifier (Other Identifiers) G0100380021 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/58953 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 商管專業學院碩士學位學程(AMBA) zh_TW dc.description (描述) 100380021 zh_TW dc.description (描述) 101 zh_TW dc.description.abstract (摘要) 隨著網際網路與雲端技術快速發展所帶來的數位匯流趨勢，模糊既有電視製造產業與資訊通信科技產業之間的界線，智慧電視產品興起，因而出現許多新的市場參與者，例如：網際網路搜尋龍頭Google。本研究採取個案研究法，關注Apple、Google、Samsung、TCL、Sony、聲寶六家個案廠商，探討兩個面向：一、先從資源基礎觀點（Resource-Based View）分析個案廠商本身資源與能力，瞭解現階段智慧電視廠商本身擁有的核心資源是否足以成為在智慧電視產業中發展的持久性優勢；二、再以策略群組（Strategic Group）分析，探討目前各廠商在策略群組上的分佈及群組間的移動障礙。依據「發展智慧電視平台所擁有的資源能力程度」及「產品線廣度（家電及3C）」兩個策略構面，本研究將個案廠商區分為四個策略群組：（1）平台優勢組：Apple及Google，（2）產製優勢組：Samsung及TCL，（3）內容優勢組：Sony，（4）區域在地組：聲寶。研究結果發現個案廠商策略群組之間的移動障礙主要來自於產業供給特性（應用平台的規模經濟）、廠商特性（企業供應鏈垂直整合程度、企業多角化程度），顯示本身資源具備規模經濟的個案廠商，除了在外借資源及重整既有資源上較具備優勢，也開始朝向多角化發展，例如：傳統電視硬體製造廠商開始積極往軟體平台及應用服務內容發展；這意味著產業疆界的改變，除了促成產業鏈的重構，也造成更大範圍的跨產業資源整合。 zh_TW dc.description.abstract (摘要) Due to digital convergence driven by the rapid development of internet and cloud computing technologies, the boundary between TV manufacturing and ICT industry becomes blurred. With the rise of Smart TVs, more corporations are entering the market, such as: Google, the leader of internet search engine. This study uses case studies as a research method and focuses on 6 companies, including Apple, Google, Samsung, TCL, Sony, and Sampo. There are two purposes of this study. First, from a Resource-Based View, evaluate case companies’ resources and capabilities and to find out if they can be transformed into sustainable competitive advantages in Smart TV market. Second, use Strategic Group Analysis to investigate how these strategic groups are constructed and if there is any mobility barrier between strategic groups.Based on “the potential of a company’s resources and capabilities to develop Smart TV platform” and “the breadth of product lines (home appliances and 3C products)” two strategic dimensions proposed by this study, case companies are divided into four groups: (1) Platform Advantage – Apple and Google, (2) Production Advantage – Samsung and TCL, (3) Content Advantage – Sony, and (4) Localization Advantage – Sampo. The result shows that the mobility barriers between these strategic groups are primarily derived from industry supply characteristic (economies of scale of platform) and characteristics of firms (supply chain vertical Integration and business diversification). It implies that the company which possesses economies of scale of resources not only takes advantage of borrowing external resources and leveraging existing resources, but also turns to diversification, for example, traditional TV manufacturers begin to develop platform and apps actively for Smart TV. It means the blurring of industry boundaries contributes to the reconstruction of the industrial value chain and causes a wider range of cross-industry integration of resources. en_US dc.description.tableofcontents 第一章 緒論 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 研究對象 2 第四節 研究方法與架構 4第二章 文獻探討 6 第一節 智慧電視 6 第二節 產業疆界改變 10 第三節 資源基礎理論 12 第四節 策略群組與移動障礙 21第三章 智慧電視產業發展現況 32 第一節 全球智慧電視產業發展現況 32 第二節 智慧電視產業鏈 36 第三節 小結 38第四章 智慧電視個案簡介 39 第一節 APPLE 39 第二節 GOOGLE 42 第三節 SAMSUNG 50 第四節 TCL 56 第五節 SONY 61 第六節 聲寶 65第五章 智慧電視個案分析 68 第一節 個別廠商資源與能力 68 第二節 策略群組分析與移動障礙 90 第三節 小結 97第六章 結論與建議 99 第一節 研究結論 99 第二節 研究建議 100 第三節 研究限制與未來研究方向建議 102附錄：聲寶訪談大綱 104參考文獻 106 zh_TW dc.format.extent 2912608 bytes - dc.format.mimetype application/pdf - dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0100380021 en_US dc.subject (關鍵詞) 智慧電視 zh_TW dc.subject (關鍵詞) 資源基礎 zh_TW dc.subject (關鍵詞) 策略群組 zh_TW dc.subject (關鍵詞) Smart TV en_US dc.subject (關鍵詞) Resource-Based en_US dc.subject (關鍵詞) Strategic Group en_US dc.title (題名) 智慧電視產業策略群組分析—資源基礎觀點 zh_TW dc.title (題名) Strategic Group Analysis of the Smart TV Industry — A Resource-Based Perspective en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 中文部分：David Dranove, Sonia Marciano(2006)。經營與策略最佳實務。周曉琪譯。台北：城邦文化。(原作出版於：2005年)Gary Hamel & C. K. Prahalad (2004)。競爭大未來：掌握產業、創造未來的突破策略。顧淑馨譯。台北：智庫。(原作出版於：1994年)Michael E. Porter(1998)。競爭策略：產業環境及競爭者分析。周旭華譯。台北：天下文化。(原作出版於：1980年)Robert K. Yin(2001)。個案研究法。尚榮安譯。台北：弘智文化。(原作出版於：1994年)吳思華(2000)。策略九說。台北：臉譜。李芷氤(2008)。台灣汽車電子產業策略群組之研究。台灣師範大學工業教育所碩士論文，台北。周子學主編(2011)。電子信息產業經濟運行分析與展望2011-2012年。北京：電子工業出版社。黃光華(2005)。醫院策略群組與績效之縱貫性研究。陽明大學公共衛生學研究所衛生政策與管理組碩士論文，台北。曾應欣(2011)。智慧電視經營模式之研究—以Apple、Google及Samsung為例。交通大學科技管理所碩士論文，新竹。劉世昌(2010)。薄型電視機代工與自有品牌策略研究—以台資LCD TV產業為例。政治大學商學院經營管理碩士學程企業組碩士論文，台北。劉駿逸(2011)。智慧型電視發展和產業分析及對傳統電視產業影響。台灣大學企業管理碩士專班碩士論文，台北。喬維、薛楠(2012)。典型智能電視產業發展模式的啟示—以谷歌、蘋果和三星為例。電視技術，36(14)，1-3。鍾憲瑞(2008)。產業分析精論：多元觀點與策略思維。台北：前程文化。英文部分：Bain, J. S. (1959). Industrial Organization. New York: Wiley.Barney, Jay. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120. Caves, R. E., & Porter, M. E. (1977). From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition. Quarterly Journal of Economics, 91(2), 241-261. Cesar, P. and Chorianopoulos K. (2009). The Evolution of TV Systems, Content, and Users Toward Interactivity. Foundations and Trends in Human–Computer Interaction, 2(4), 373-395. Collis, David J., & Montgomery, Cynthia A. (1995). Competing on Resources: Strategy in the 1990s. Harvard Business Review, 73(4), 118-128. Daidj, N. (2013). Corporate Strategies, Business Ecosystems and Convergence. International Conference on Technology and Business Management, Dubai.Fiegenbaum, Avi, McGee, John, & Thomas, Howard. (1988). Exploring the Linkage between Strategic Groups and Competitive Strategy. International Studies of Management & Organization, 18(1), 6-25. Grant, Robert M. (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33(3), 114-135. Han, Y. S. (2010). Smart TV Market Patterns Different from Smart Phone. LG Business Insight Weekly Focus, 48-54.Harrigan, K.R. (1985). Strategies for Joint Ventures. 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