先進者與後進者的經營模式與策略之比較 ─以SKYPE與TELTEL為例

Abstract

先進者優勢(First Mover Advantage) 在產業領域中，是普遍存在的現象，「先進者」往往有機會成為市場領導者，也是「後進者」進入該市場的評估標準。在蓬勃發展的網際網路與電信服務市場中，具破壞性創新特質的VoIP 網路電話服務產業，先進者是否必然存在先佔優勢以及可能面臨的挑戰為何，而後進者如何透過新創營運模式與策略來創造競爭優勢。本研究選擇以先進者Skype與後進者TelTel為個案，嘗試以下列理論與文獻來探討與個案分析，進而推演出七項命題。 1. Chesbrough & Rosenbloom(2002)的經營模式架構，分別根據「技術發展」、「經營模式」與「經濟價值」的三個基本構面來分析這二家公司的營運模式的特色。 2. Lieberman & Montgomery(1988)的先進者優勢的來源與可採行的策略，來探討Skype的先佔優勢來源與所採行的競爭策略。 3. 探討後進者優勢來源的成因，並採取包含「Bule Ocen Strategy」Kim & Mauborgne (2005)和「Will and Vision」Tellis & Golder (2001)做為探討後進者TelTel的優勢來源與採取可行的因應策略。 最後，本研究針對嶄新科技的VoIP新興市場所進行的先進者與後進者的策略互動研究後，得出下列三項總結： 1. 對於先進者來說，其唯有透過不斷地進行技術研發，才能保有其先佔優勢。 2. 對於後進者來說，其可透過在技術上走開放式架構，並將此一概念融入其經營模式與策略中，就有機會後來居上。 3. 對於技術、經營模式及競爭策略等三者而言，在規劃、設計及執行上，皆應彼此配適，且相互支援，方能發揮最佳的效用。

First Mover Advantage is an industry common practice and approach. Typically, first mover has a good opportunity to become a market leader and the market bench mark for market followers. In the Internet era, VoIP has a disruptive service nature in the Internet and Telecom Industry. For VoIP, whether a first move can create a market advantage or not, what challenges the first mover will encounter, and how market followers can create competitive advantage through new business model and strategy are all critical issues that require further study. In this research, we select the market first mover, Skype, and the market follower, TelTel to do a case study based on the following theories and research and to develop seven different probabilities. 1. Chesbrough & Rosenbloom (2002) business operation model and architecture: Based on “technology development’, “operating model”, and “economic value” three perspectives to analyze the 2 companies operating characteristics. 2. Lieberman & Montgomery (1988) first mover advantage source and applicable strategy: Based on this theory to analyze Skype’s first mover advantages and its applicable competitive strategy. 3. Based on “Blue Ocean Strategy, Kim & Mauborgne (2005)” and “Will and Vision, Tellis & Golder (2001)” to study the market follower, TelTel, and its competitive advantages and related market strategy in response to the first mover. Finally, based on the market first mover and follower strategy analysis in the emerging VoIP industry, we obtain the following 3 conclusions: 1. Market first mover could maintain its market leadership only through continuous technology research and innovation. 2. Market follower could create market opportunities to potentially become a market leader if he employs open architecture technology platform as well as open collaboration business model. 3. To maximize business efficiency, it is important to synergize technology, operating model and competitive business strategies in its planning, development and implementation phases.