企業垂直移動之策略探討

Abstract

面對競爭的市場，企業常做出垂直移動的決定，有時是到高端市場追求更高的利潤，或是到低端市場擴大市占，有時是策略性的產品延伸來佈局市場，有時垂直移動甚至關係到企業的生存。從過去研究可以發現企業在垂直移動時面臨極大的風險，除了需要改變商業模式，有時甚至會影響原本的品牌權益。但是高風險伴隨著高報酬，唯有突破才能在競爭的環境與進步的科技下繼續前進。 本文選用定位策略、產品延伸策略、破壞式創新、策略模糊性四個理論作為對企業垂直移動原因與策略的發想基礎，並提出三個問題：企業為何會垂直移動？企業在垂直移動時所應關注的面向與應採取的策略？企業面對垂直移動者成為競爭對手時可做出的應變？並選定七篇個案：Mercedes Benz CLA、P&G Pampers & Luvs、Gillette Good News、Dropbox、Vidyard、Honda、ASUS Eee PC進行多個案分析，並從上述四個論中找出具有因果關係的命題予以解釋個案的關鍵成敗因素，並提出對企業的管理意涵。 本文發現企業應關注技術供給軌道以及性能需求軌道的斜率來幫助產品延伸策略或是垂直移動的決策。定位策略的精確性影響產品延伸是否過長與之後的行銷策略施行。並且用破壞式創新的觀念執行發現導向的計畫與不可知行銷已發掘企業的可能性，並在重大變革時加入模糊性策略，予以輔助企業重新定位。

Enterprises often decide to move upmarket or downmarket, when it comes to competitive or hostile market. Sometimes they move to pursue higher margin, or move to expand market share, sometimes they proliferate product lines for market layout, and sometimes it is relevant to survival. According to past research, enterprises face great risks that even harm brand equity, while moving upmarket or downmarket. In this study, we mainly use four theories: Positioning Strategy, Product Proliferation, Disruptive Innovation and Strategic Ambiguity as our foundation for discussing the reasons for movement and making strategies. We come up with three questions: Why do enterprises move upmarket or downmarket? What to focus on and what strategies should enterprises take while moving upmarket or downmarket? How do enterprises react to company moving upmarket or downmarket which become competitors? We select seven cases to conduct multiple case analysis. We find out the propositions with causal relationship from the four theories to explain cases and propose the management implications for the enterprises. This study finds that enterprises should focus on the slope of technology supply track and the performance demand to help with product proliferation or decisions of upmarket and downmarket movement. The accuracy of positioning strategy affects whether the product line is too long and the subsequent marketing. In addition, use the concept of disruptive innovation to discover possibility and add ambiguity in strategy making process during major change or repositioning.