超優勢競爭時代的持續性競爭優勢：以全球智慧型手機產業為例

Abstract

本研究針對超優勢競爭時代如何建構持續性競爭優勢，進行理論觀念與個案解析。持續性競爭優勢與超優勢競爭，表面上是兩個不相容的概念，一個強調利用策略性定位並據以建立長期的競爭優勢，另一個則強調透過不斷的調整，來建立一連串短期的競爭優勢。事實上就像戰略與戰術一樣，這兩種優勢觀念是可以協同運作、並行不悖的。一個好的戰術之所以能夠成功，通常是建立在一個好的戰略前提上，同樣的要在超優勢競爭時代不斷超越對手，也必須擁有可持續的競爭優勢。 為釐清這兩個策略觀念在實務上的運用差異，本研究以智慧型手機產業的六個主要廠商，進行深度個案分析，探討在智慧型手機產業這種超優勢競爭的環境下，廠商如何建立其可持續的競爭優勢。本研究發現，不同廠商的策略係聚焦在產品生命週期的不同階段，並發展出相對應的差異化或是成本領先的產品。譬如Apple會以差異化的方式，針對早期使用者，在產品成長期的階段推出其革命性的產品，但是Google則以逸待勞，針對一般大眾，在主流規格確立後，以打群架的方式，迅速切入市場。但並不是每個廠商都有能力採用這樣的方式來競爭，Apple因為有品類更新的創新能力，所以可以不斷創造新的產品類型，建立新的競爭優勢；Google則利用其特有的商業模式，藉由擴充營運的範疇，藉以增加廣告商品的營收。因此透過建立特有的商業生態系統，同時兼具品類創新的能力，是Apple與Google在超優勢競爭時代所具有的持續性競爭優勢。 最後，本研究歸納出兩種超優勢競爭時代下可行的競爭策略。其一，廠商選擇聚焦於早期使用者或是產品成長期，而建構差異化策略優勢；這些廠商都是以產品或技術為導向的公司，包括了宏達電、Apple以及Qualcomm；其二，廠商選擇聚焦於一般大眾或者是產品成熟期，而建構成本領先策略；這些廠商是以經營模式為導向的公司，包括了Samsung、聯發科以及Google。

The present study provides conceptual discussion and an in-depth case study on the issue of creating sustainable competitive advantages in the age of hyper-competition. The arguments of sustainable competitive advantage and hyper-competition seem to be incomeptabile with each other. One emphasizes on the importance of strategic positioning and establishment of a long-term competitive advantage, while the other focuses on the creation of a series of short-term competitive advantage. We postulate that these two concepts could be complementary in a way that one has to build a sustainable base of competitive advantage in order to keep ahead of the competition in the hyper-competition age. To examine and validate our arguments in a real-world context, this study conducted case studies on six major players in the global smartphone industry. We found that the major strategy difference of these key players lies in their focus on different stages of the product life cycle and to develop corresponding differentiation or cost leadership strategy. For example, Apple targets on the early adopters by launching its revolutionary product in the formative stage of product, while Google tends to wait for the acceptance of general public and enters into the market with a cost effective approach with eco-partners when mainstream specification established. Despite different choices, company has to be internally competent in key areas to maintain such option of strategic choice. Apple has the innovative capability to update the product category, while Google establishes an unique, two-sided market business model to constantly expand its scope of operations. These are reasons why Apple and Google can lead the competition with its sustainable competitive advantage in the age of hyper-competition. Base on these findings, we therefore suggest two kinds competitive strategy that could be sustainable in the context of hyper-competition. One is to go for differentiation strategy by focusing on early adopters or formation stage of product, like HTC, Apple and Qualcomm,while the other one is to choose cost leadership strategy by focusing on the general public or mature stage of product, like Samsung, MediaTek and Google.