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標題: | 從斷裂型創新檢測台灣財經雜誌市場的演進 |
作者: | Weng-Ching Wang 王文靜 |
指導教授: | 洪明洲 |
關鍵字: | 創新,Clayton M. Christense,斷裂型技術,價值網絡,創新兩難, and Disruptive Technologies,Value Network,Innovation,The Innovator’s Dilemma,Clayton M. Christensen, |
出版年 : | 2005 |
學位: | 碩士 |
摘要: | 九○年代以來,哈佛大學商學院教授Clayton M. Christensen發表一系列論文與研究。他認為企業營運的失敗和產品在市場的失勢,不一定是導因於經理人太懶、太沒有創新,也可能出現在技術非常先進的企業。他的重要著作1995年在哈佛商業評論的論文: Disruptive Technologies: Catching the Wave,1997年出版的著作【創新的兩難】(The Innovatior`s Dilemma:When New Technologies Cause Great Firms to Fail),以及2003年出版的【創新者的解答】(The Innovator`s Solution)。在在說明,許多擁有更多資源的先佔企業如何陷入創新的陷阱,並且指出他們導致失敗的原因,是經理人勤於改善現有產品,急於保住現有客戶,卻沒有注意到Christensen提出的斷裂型技術(Disruptive Technologies)已在市場上成氣候。
Christensen提出這觀念快十年,國內還很少有足夠客觀的證據來證明一家公司的「國內」市場領導地位是如何被斷裂型技術「斷裂」。本研究以台灣的雜誌產業為例,深入研究一家管理良好、形象優良、採訪深入而嚴謹的「先佔」企業天下雜誌如何被「後進者」商業周刊超越的論證。天下雜誌是一家歷史悠久的公司,長久盤據台灣財經雜誌市場廣告價格、發行量的領導地位,但卻在2002年下半年,市場領先二十一年後,在發行量上輸給後進的商業周。這一年財經雜誌市場龍頭的易主,表面上,是財經月刊與財經周刊的競賽,周刊以新聞報導時效對抗月刊的報導內容深度,但更深沉的原因卻是,市場領導者忽略消費者價值網絡的移轉,繼續在其「內容深度」上耕耘,才讓周刊有「斷裂」其市場領導地位的機會。 本研究是以Clayton M. Christense著作中的二度及三度空間的創新模型圖為架構畫出這兩家公司的性能技術的時間曲線。從中印證先進廠商如何被「好客戶、好員工、好技術」所僵絆的過程,以及後進廠商如何操作斷裂型技術。 關鍵詞:Clayton M. Christense、創新兩難、創新、價值網絡、斷裂型技術 THESIS ABSTRACT DEPARTMENT OF BUSINESS ADMINISTRATION NATIONAL TAIWAN UNIVERSITY NAME:Weng-Ching,Wang MONTH/YEAR:JANUARY, 2004 ADVISER:Min-Chow Hong Since the 1990s, Harvard Business School Professor Clayton M. Christensen has published a series of research indicating that a product or company failure isn’t necessarily caused by management negligence or lack of innovation. Market leaders with advanced technology will also encounter failure. Christensen’s “Disruptive Technologies: Catching the Wave” (Harvard Business Review 1995), “The Innovator’s Dilemma: When New Technologies Cause Great Firm to Fail” (1997) and “The Innovator’s Solution” (2003) has clearly explained that a resourceful company may be cornered by a innovation trap because the management has been too eager improving existing products and retaining customers to pay attention to the “Disruptive Technologies” (Christensen 1995) on the market. It has been almost ten years since Christensen brought up the notion. However, there are few objective evidences in Taiwan to explain how a market leader be disrupted by “Disruptive Technologies” (Christensen 1995). Taking Taiwan’s magazine industry as an example, this research studies into how the late-comer Business Weekly outperformed CommonWealth, which is a well managed magazine known for in-depth reports and outstanding reputation. CommonWealth is a long-standing company that dominated the price of Taiwan’s magazine advertisements and circulation. Nevertheless, after twenty-one years of dominance, Business Weekly surpassed CommonWealth in terms of circulation in the second half of 2002. On the surface, it seems this leadership replacement was a result of competition between a business monthly and weekly, when the latter uses its speed to fight with the former’s in-depth reports. However, the real underlying reason is because that the market leader ignored the shift of consumer value network. This in term gives Business Weekly the opportunity to disrupt the market leader. This study is based on Christensen’s two and three dimensional innovation models of performance and time in order to elaborate on the process of a market leader being trapped by ‘good customer, good employees and good techniques’ and how a late-comer makes use of the “Disruptive Technologies” (Christensen 1995). Keywords: Clayton M. Christensen, The Innovator’s Dilemma, Innovation, Value Network, and Disruptive Technologies. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/24667 |
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