遊戲主機平台廠商之競合策略研究

Abstract

平台的概念與商業模式由來已久，電視遊樂器遊戲主機產業便是典型的平台，遊戲主機產業聯結了需求方（玩家）和供給方（遊戲開發商）的雙邊市場，屬於電子產業的前沿，其商業模式已穩定發展多年。但隨著網路技術的進步和電子產業的發展，各產業之間的疆界逐漸模糊，遊戲主機平台將面對其他產業平台的交互競爭，影響現有產業的動態平衡。 為能有系統地瞭解此一產業發展動態，本論文擬聚焦於產業內兩大龍頭廠商，亦即推出Xbox one遊戲主機的微軟，與開發PlayStation 4遊戲主機的索尼，分析遊戲主機產業的產業結構和競爭邏輯，並找出影響產業競爭態勢的關鍵變數，最後再以價值創造邏輯，分別針對索尼與微軟的競合策略，進行討論與建議。 本研究發現，遊戲主機的雙邊市場，其運作的關鍵變數為裝機數量、遊戲陣容和轉移成本。遊戲主機廠商以補貼和效能等方式吸引玩家與遊戲開發商加入平台，提高裝機數量和遊戲陣容，並利用網路效應讓玩家與遊戲開發商互相吸引，達成主機平台成長的正回饋循環。同時透過裝機數量提昇對供應商和遊戲開發商的議價力，藉此獲利。至於轉移成本的高低，則決定了遊戲主機產業是否具有贏者通吃的競爭趨勢。 最後，遊戲主機產業已是成熟的市場，其價值網結構和運行的模式已趨於穩定，廠商在軟體、硬體以及競爭策略都有極高的同質性，平台贏者通吃的競爭本質讓雙方沒有多少合作空間。面對產業間分野消失的趨勢，改變賽局的策略行動主要在於擴張平台的範疇，而執行的方式則取決於廠商自身的核心能力。SONY利用其累積的大量遊戲IP，發展雲端遊戲遊玩服務，讓平台的範疇擴展到所有可以連網的裝置終端；微軟則善用自己在PC作業系統的壟斷地位，嘗試將Xbox one整合進Windows的平台生態系。SONY的策略需要長期的發展才能看到效果，微軟的策略可以短期內達成，但要面對PC平台上的額外競爭。

Platform-based business model has attracted much attention from both academia and practitioners. The video game console industry represents a typical example for platform-based business model. Game console industry connects the demand side (players) and supply side (game developers) of a bilateral market. Different platform competes rigorously due to network effect, which will lead to winner-to-all consequence. However, the fast development of internet technology makes such competition beyond the level of the console. How major players of the game console industry react to the changes becomes an interesting topic to explore. In this thesis, we will focus on the competitive interactions between Microsoft's Xbox one and Sony's PlayStation 4 to unravel respective co-opetition strategy and future consequence. Based on the framework of five-force model and value net, we analyze the structure and competitive logic of game console industry and figure out the key variables which can affect competition. Then, based on the logic of value creation, we discuss the co-opetition strategy of Sony and Microsoft respectively, and provide strategy recommendations. We found three key variables driving the competition among game console players; they are the installed number of console, the game lineup and switching costs. Game console manufacturers attract players and game developers to join the platform by subsidize or enhance the product, to improve the installed number of console and the game lineup. Because of network effects, players and game developers will attract each other, induce a positive feedback and hence achieve the growth of the platform. In the meantime, with the number of installed console, the manufacturers can enhance the bargaining power to suppliers and game developers, to gain profit. Finally, due to the presence of high switching costs of game players, console game companies may win the competition due to winner-take-all situation. While the console game industry becomes mature, its structure and operation are getting stabilized and strategies are more similar. Facing the rise of internet technology and competitive threat from online games, console game manufacturers have to revise their strategy according to their own core competencies and strategic assets. For SONY, it has to expand market coverage to online services based on its strong game portfolio while for Microsoft, it shall leverage its dominant installed base in the PC market to embrace gaming products into its Window’s ecosystem. Research implications and suggestions for future studies are also provided.