通訊通路商競爭策略分析–以震旦通訊為例

Abstract

通訊通路產業為我國民眾購買通訊服務的主要管道，屬於通訊產業鏈的下游產業，此市場競爭激烈，除產業內競爭外，亦有來自上游供應商的競爭。本研究採用Grant (2013)的外部/內部分析架構，對通訊通路商的通路策略進行探討，以了解通訊通路商所面臨之市場競爭環境、通路策略的形成過程，以及通路策略如何為其創造價值。 本研究回顧整理了通路結構與策略選擇、產業分析、競爭策略、資源基礎觀點與核心能力，以及我國通訊通路等相關研究文獻進行探討；採用個案分析法作為研究方法，以我國主要連鎖通訊通路商—震旦通訊行作為個案分析對象，對其通路策略進行分析。 本研究以產品生命週期理論及五力分析模型對震旦通訊所處產業的外部環境進行分析，以探討通訊產品市場演進歷程及產業競爭作用力結構；並以競爭策略分析及價值鏈分析對震旦通訊內部企業環境進行分析，以探討震旦通訊所擁有之企業資源及核心能力如何為其創造價值。 本研究的主要研究發現為：(1) 通訊通路業之經營受到產業生命週期的影響，其策略變遷與產業發展高度相關；(2) 在市場規模有限的情況下，通訊通路業者較適合採取廣泛式的策略，以爭取較大的市佔率；(3) 在市場成本結構、價格相似的環境之下，採用差異化策略較能提升公司獲利；(4) 採用差異化策略更符合公司價值鏈活動及核心競爭力；(5) 通訊通路業者之策略，受到外部產業環境條件、公司內部資源條件等因素的共同影響。透過上述之研究，本研究期望對通路商之策略分析提出具體之建議。

The telecommunication channel industry is the main channel for consumers to purchase communication services in Taiwan. Telecommunication channel industry is located in the downstream of the whole value-added chain of the communication industry, and faces intensive intra-industry competition. Moreover, it also faces considerable competition from the upstream suppliers, that is, the telecommunication companies. In strategic management literatures, scholars often adopt an external/ internal analytical framework (Grant, 2013) to understand a company’s strategy, and such a framework is used in this study to investigate how telecommunication channel vendors respond to external environments to develop their channel strategies, and how these channel strategies shape the value chain activities to create competitive advantages. Based on a review of literatures in channel structure, industry analysis, competitive strategy, value chain, core competence, and existing studies on communication channels in Taiwan, this study adopts the case study method to conduct the analysis by using Aurora Communications, one of the main telecommunication channels in Taiwan, as the research sample. This study first analyzes the external environment of the telecommunication channel industry, by conducting product life cycle analysis and five-force analysis. Then this study turns to the internal environment to analyze how the value chain activities and core competences of a firm are in support of its competitive strategy to create customer value. The main findings of this study are as follows: (1) In the telecommunication channel industry, company’s strategies are considerably influenced by the product life cycle and five competitive forces of the industry; (2) Due to the limited size of the market, companies in the telecommunication channel industry tend to adopt a broad-based market strategy instead of a segmentation strategy; (3) Similar cost structure and price levels leave very limited room for cost leadership advantages, so companies tend to adopt a differentiation strategy to enhance their profitability; (4) The adoption of a differentiation strategy is further in line with a company’s value-chain activities and core competences. (5) The strategy pursued by a telecommunication channel company is influenced by both external and internal environments of the company.