跨國IT企業之『產品-服務』組合演進路徑分析

Abstract

自90年代初期起, 由於網際網路科技的盛行及主要電腦系統產品快速地同質化及低價化, 全世界資訊科技市場經歷一波又一波快速成長的浪潮。 非但電腦產品生命週期快速縮短, 資訊科技業界更普遍地進行了一波硬體、軟體、及資訊服務的整合。 過去15年(1993 - 2007)來, 許多跨國IT公司依市場變化而成功地調整其『產品 - 服務』組合以有效滿足市場的需要, 但是, 有些公司雖依照類似的方法調整其 『產品 - 服務』組合, 但其公司整體財務表現確仍不如預期。 此論文希望分析主要跨國IT公司其『產品 - 服務』組合及其演進路徑以探討影響最終公司營運表現之主要因素。 跨國IT公司其『產品 - 服務』組合之演進路徑均極為相近, 其主要演進路徑為: 先推出硬體產品, 再加入軟體產品, 漸漸衍生出系統整合及專案型態之專業承包服務 (SIPS), 再逐步走向高附加價值的服務(如,委外管理等), 最後進階至顧問服務、及業務導向型委託服務。 此論文嘗試將過去15年(1993 - 2007)來的IT產業歷史區隔成三大階段, 以有利於觀察各階段之變化。 首先、 第一階段, 1993-2000, 全球IT界經歷一段輝煌的dotcom booming 快速成長期。不幸地, dotcom booming 在2000年3月到達最高峰後，泡沫破滅後極速崩跌，我們可將此一階段 (2001- 2003)視為第二階段、即泡沫破滅後衰退及重整期。 許多IT公司在泡沫破滅後生存下來, 更有些公司逆勢成長, 於是全球IT產業在衰退及重整後, 進行了另一段重生及再成長的時期, 可稱此為第三階段(2004-2007)。 令人振奮的是, 有些公司在 2006-2007 的營運已超越他們在泡沫期最高峰的表現。 由一些特別挑選出的跨國IT公司, 比較其『產品 - 服務』組合在上述不同階段的表現, 此論文希望能探索並推演有關『產品 - 服務』組合演進及其路徑選擇之最佳實務準則。

The proliferation of Internet Technology and the commoditization of Computers have been creating a major wave of IT in Worldwide basis since early 90’s. Not only the product life cycle in computer HW (Hardware) systems areas have become shorter and shorter, but also the vertical integration of HW SW (Software) and Service business have been very popular in last two decades. Some Multi-national Companies (MNC) managed to transform their companies and Product-Service portfolio and re-position their companies to address the market change successfully. However, some other firms tried to adapt to the market in very similar manner, but the financial results of the firms in past 15 years have been very poor. Why the result could be so different when they all seem to follow the similar strategy for Product-Service portfolio evolution? In this paper, we would further analyze the Evolution Path of Product-Service Portfolio for IT Multi-national companies, and then we would try to explore the areas which may affect the final results of the evolution. The Evolution Path of IT Products-Service Portfolio is actually very similar across many IT Multi-national Companies (MNC). The typical evolution path is: from HW products, to SW products, then gradually populate to fundamental product support and services, integration services and project fulfillment services (SIPS), outsourcing services, consulting services, and then the total service oriented operation management. It would be interesting to observe the IT market in past 15 years by grouping the whole period into three logical stages. During the 1990’s, the world experienced the famous dotcom booming stage, when all ITC companies enjoyed a wonderful time for growth and profitability. We can name the period during 1993-2000 as stage-1. In the second stage (stage-2), which was started with the time right after the dotcom bubble burst and crashed down in 2000/Mar until it got stabilized in 2003, all ITC companies were under huge pressure to survive or to try best to grow in the post-crisis period during 2001-2003. Then, all the survivors, who have passed the test, have made themselves ready for more growth and profit. Most of the IT companies have revitalized themselves to take more shares in the steadily growing market during 2004-2007, which is the stage-3. In fact, some IT firms have not only managed to revitalized, but also their performance in 2006-2007 have over passed their own peak performance in 2000/March. By comparing their Product-Service portfolios, the marketing communications, and the financial performance for each product types in selected sample companies during good time (1993-2000), bad time (2001-2003), and the revitalization time (2004-2007), we would like to understand and conclude some best practices for such Product-Service portfolio evolution path and the related transformation.