科技企業之新事業策略探討—以進入機上盒產業為例

Abstract

對科技公司而言，如何多角化以擴展業務規模常常是主要挑戰之一。本研究以一科技公司為例，探討個案公司中之新事業部該如何進入機上盒產業。 本研究先針對整個機上盒產業進行五力分析，了解機上盒產業之現況。另機上盒類別繁多，每一類型機上盒產業的生態及客戶別也不同，對於個案公司之新事業部而言，首先必須確定進入的機上盒類別。在考量各項優缺點之後，建議以IP STB市場為主。 在確認以IP STB市場為主之後，進一步分析此新事業部之策略，包括目標客戶開發、產品功能開發、供應商選擇等策略，同時須考量新技術及新趨勢(如數位匯流及OIPF)的可能影響。利用策略鑽石模型審視策略五大元素，並輔以價值網及競合策略概念，完整規劃此新事業部進入IP STB產業的策略。在策略擬定後，本研究針對個案公司及此新事業部之資源與能耐進行總盤點，找出其關鍵優勢及劣勢。針對如研發等關鍵優勢，須善加利用整合於產品與服務中，提供不可替代之差異化優勢予目標客戶。而關鍵劣勢研發部分則必須繼續投入補強，其餘須配合策略或對應行動方案降低其落差及影響，平衡關鍵劣勢。最後總結此新事業部進入IP STB產業策略及行動的三大方向—以開放對應封閉、鎖定小型目標和掌握重要研發技術，以求服務取勝。 機上盒市場競爭激烈，對新進入者而言深具挑戰。本研究利用工具協助此新事業部找出適當的進入策略，提出強化優勢並管理劣勢的行動方案，使其能在機上盒市場中走出屬於自己的道路。

It is always challenging for a technology company to expand its scale through diversification. In this thesis, we take one technology company as an example to study how a new business unit in this company finds its way to enter into STB industry. We run five forces analysis for STB industry at first to get the whole picture of it. There are many different STB categories, and it is quite different for the game rules in each STB category. This new business unit needs to determine the targeted STB category at first, after taking all factors into consideration, IP STB is the appropriate choice we make. The following step is to analyze the strategy to enter into IP STB industry, including targeted customers development strategy、product features development strategy and solution vendors selection strategy, and we need to consider the possible impact of new technologies and new trends, such as Triple Play and OIPF. Then we introduce strategy diamond model to review the five elements of strategy in detail, and also adopt the concept of value net and co-opetition to help to develop IP STB industry entry strategy for this new business unit. After the strategy is determined, we start to review the resources and competence of this company and new business unit to find out the key advantages and disadvantages. We leverage the key advantages to form unmatchable differentiation to targeted customers, and try to build sustainable competitive advantages. On the other hand, we also manage the key disadvantages to lower down the possible impact of them. We conclude the strategy and actions for this new business unit to enter into IP STB industry with 3 main themes—to compete against close architecture with open architecture、focus on small targets、own key technology to win deal with good services. It is a tough challenge for all new comers to enter into highly competitive STB market. In this thesis, we use tools to help this new business unit to find out a proper strategy to enter into STB industry and also come up with actions to build sustainable competitive advantages and to manage key disadvantages.