快閃儲存獨角獸後疫情時代之市場發展策略研究 -以 P 公司為個案研究

Abstract

本論文研究主題為一家全快閃新創儲存設備公司，如何在業界不看好的情況下，進入市場，並透過破壞式創新的商業模式，取得卓越的市場佔有率。研究目的在於，身處後疫情時代，在競爭白熱化且一片紅海的產業裡，如何能夠以自身的動態競爭策略，達成所設定的銷售目標，並在亞太地區躋身外接儲存設備市場的前三名。

本研究以個案研究方法，除了以五力分析、SWOT 分析模型來檢視個案公司與同業競 爭對手的優劣勢及機會與威脅之外，最後搭配 TOWS 分析模型來針對亞太地區以及大中 華地區現有的發展策略，提出建議以及可供調整的策略，進而擴展大中華地區以及亞太區的版圖。

本研究的結論如下: 1. 持續用自身的價值凸顯企業客戶的價值 2. 善用自身的獨特性 3. 技術的優越性 4. 積極進入市場，讓好口碑透過口耳相傳 5. 人無我有，把握時機財 6. 聯盟的佈局 7. 定價策略因地制宜

This paper examines how an all-flash storage start-up entered the market amid an unpromising industry environment and achieved a remarkable market share through a disruptive and innovative business model. The study aims to understand how a company can achieve its sales target and become one of the top three companies in the external storage market in the Asia Pacific region with its own dynamic competitive strategy in the post-epidemic era, where competition is hot and red.

This study uses a five forces analysis and SWOT model to examine the strengths and weaknesses, opportunities and threats of the case company and its competitors, and a TOWS analysis model to recommend and adjust the existing development strategies in the Asia Pacific and Greater China regions to expand the footprint of the Greater China region and the Asia Pacific region.

The conclusions of this study are as follows. 1. continue to use their value to highlight the value of customers 2. make good use of its uniqueness 3. superiority of technology 4. aggressively enter and invest the market, so that good word of mouth through word of mouth 5. grasp the opportunity to make money when no one else has it 6. the layout of the alliance 7. pricing strategy according to local conditions