流通業在電信產業的服務創新-神腦國際個案研究

Abstract

台灣於1996年1月16日通過電信自由化後的次年開放行動數據通信業務後，對於電信產業供應鏈中的系統業、手機製造業、流通業的生態產生了重大的影響。首先，自由化前通路以手機交易結構為主，原廠握有產品資源主導整個市場，自由化後，由於新執照的開放，新加入的系統業者使得原本獨占的電信市場快速演變成為多頭競爭市場，通路漸轉為以門號為主的交易模式。其次，由於系統業者的補貼政策及與代理商的策略聯盟，使得原廠逐漸喪失市場的掌控力。第三，系統業者為追求客戶及營收的成長，積極佈建通路及進行併購，使得電信產業的競合關係更為複雜。通路在產業的供應鏈中，一直以來都是扮演關鍵的角色，誰能掌握通路，誰就是王。但在電信自由化後，通路商並未如預期般發揮其應有的影響力。這是短暫的現象亦或是長期的趨勢 ? 本文將以流通業為主要對象，研究分為二方面進行; 一方面以Michael Poter的五力分析、資源基礎論、電信產業供應鏈深入分析國內產業外部的競爭環境，另一方面則以國內通路商的發展個案，整理歸納其成功關鍵要素、組織及資源能力、四項核心競爭力。最後以Philip Kotler 企業的成長策略及Rob Bilderbeek與Pim DenHertog四個服務創新構面，提供個案第五個核心競爭力建議–營運模式的創新的發展策略。

The mobile communication was opened up to competition by 1997, after the passage of the telecommunications liberalization in Taiwan. The change makes a great impact on the operators, manufacturers and distributors. First, the market moves from monopoly to oligopolistic competition when the newly operated operators start operating. Second, the manufacturers gradually lose the controlling power of mobile phone market due to the operators subsidy strategy and tightly cooperation against distributors. Third, apart from operator-owned sales channels, the operators also build up their own new network through mergers and acquisitions to avoid the intensive competition in traditional sales channels which also makes the competition complicated. It is said that channel is the king and who owns channel, who is the winner. Nevertheless, it seems that it doesn’t apply to distributor! What’s wrong with distributor? Is it temporally pheromone or a long term trend? What should they do? The study is carried out through two aspects. One is to analyze the external competition environment through the mechanism of Michael Porter’s five forces model, Resource-Based View and the supply chain of telecom industry. The other is through case study, Senao International, to identify and generalize the company’s critical success factors, RBV, organization & resources capabilities and four core competences. This study also tries to deliver an innovative service solution of distributors to Senao by applying the conceptual design model of Philip Kolter’s growth strategies and Rob Bilderbeek’s & Pim DenHertog’s four dimensions of services innovation.