消費性音響產品動態競爭研究
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2017
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Abstract
本研究主要探討發生在後PC時代(英語: Post-PC era，描述2010 iPad推出之後的消費性電子產品市場)高階音響產業不同於以往的競爭事件。由事件當時的市場趨勢為背景進行個案廠商選擇，運用動態競爭理論中競爭者與廠商間競爭對抗的整合性架構，進行個案分析與探討:
一、經由市場共同性與資源相似性兩個構面進行競爭者分析，勾勒出雙方競爭者圖像後進行競爭性行動與回應預測。
二、以AMC觀點分析競爭事件，推測構成競爭性行動與回應的原由，探討雙方競爭事件前的競爭張力。
三、進行競爭事件實證回應比較，瞭解雙方競爭衝突轉為靜態的轉折。
四、以新產品上市的市場接受度，作為競爭對抗後的績效評估。
並觀察事件後市場競爭變化與資源策略的調整，形成新的競爭關係，為下一輪戰鬥做佈局。在動態競爭理論競爭者與廠商間競爭對抗的整合性架構下，本研究包含回饋循環的完整性分析。提供正在面對新的趨勢、競爭激烈且頻繁的廠商，期許此個案能提供參考。
This study is based on competitive dynamics for an exploration of unusual competitions between premium audio brands in the Post-PC era (from announcing iPad in 2010). The selection of focal and rival firms for this case study is mainly considered on the total set of competitive actions and competitive responses that occured among firms. By using model of competitor analysis - market commonality and resource similarity, given competitor mappings to the likelihood of competitive action-response. The AMC model helps to develop an analysis of competitive tension before attacking, also provides reasons for a series of strategic and tactical competitive action-response between the focal and rival firms, and then turned into settle afterwards. The performance for the competitive action-response is evaluated by market share of new products at last. This case study presents a complete competitive dynamics analysis including a new cycle market as strategic actions bring not only new market commonality, but also new strategic resource plan
This study is based on competitive dynamics for an exploration of unusual competitions between premium audio brands in the Post-PC era (from announcing iPad in 2010). The selection of focal and rival firms for this case study is mainly considered on the total set of competitive actions and competitive responses that occured among firms. By using model of competitor analysis - market commonality and resource similarity, given competitor mappings to the likelihood of competitive action-response. The AMC model helps to develop an analysis of competitive tension before attacking, also provides reasons for a series of strategic and tactical competitive action-response between the focal and rival firms, and then turned into settle afterwards. The performance for the competitive action-response is evaluated by market share of new products at last. This case study presents a complete competitive dynamics analysis including a new cycle market as strategic actions bring not only new market commonality, but also new strategic resource plan
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動態競爭, 市場共同性, 資源相似性, 競爭者圖像, AMC觀點分析, 競爭張力, competitive dynamics, market commonality, resource similarity, competitor mapping, AMC model, competitive tension