家用遊戲主機市場競爭策略分析： 索尼、微軟與任天堂

Abstract

本研究以家用遊戲主機市場為對象，探討市場中三大廠商索尼、微軟與任天堂於第九世代競爭中的策略佈局與市場定位，並回應數位平台經濟下主機產業未出現贏者全拿，反而長期維持三強寡占結構的現象。研究透過遊戲產業六層級價值架構與PARTS模型進行理論分析，結合財報資料、官方資訊與媒體報導，對三家廠商的內容策略、訂閱制度、平台範疇與參與者互動進行比較，描繪出現代遊戲主機平台的競爭邏輯與差異化特徵。 研究結果指出，三大主機平台在各價值層級皆有足夠深入的參與，並各自採取差異化定位以維持市場區隔：索尼以大型限時獨占內容建構平台識別，搭配封閉制度強化品牌忠誠與用戶黏著；微軟以訂閱制度為核心，整合PC與雲端裝置，建立以規模與跨裝置為導向的開放平台；任天堂依賴自有IP與創意玩法，專注全年齡與休閒市場，形成穩定的玩家群體。索尼與微軟競爭高度重疊，與任天堂則維持共存格局。三家皆透過內容獨占策略強化玩家綁定，並逐步由裝置銷售導向數位服務為核心的營運模式轉型。 本研究說明家用遊戲主機市場並非典型平台產業中的單一主導格局，而是透過制度設計與策略選擇形塑出長期穩定共存的競爭態勢，突顯差異化策略在高網路效應市場中的價值。

This study analyzes the strategic positioning of Sony, Microsoft, and Nintendo in the ninth generation of the home video game console market. Unlike many digital platform industries that exhibit winner-take-all dynamics, this market has sustained a stable triopoly. Using the six-layer value framework and the PARTS model, the research compares the firms’ approaches to content strategy, subscription services, platform scope, and stakeholder engagement. Findings show that all three companies participate deeply across value layers while adopting differentiated strategies. Sony builds platform identity through large-scale exclusives and a closed system; Microsoft focuses on scale and cross-device access via its subscription-based ecosystem; Nintendo relies on proprietary IPs and casual gameplay to reach a broad audience. Sony and Microsoft operate in overlapping competitive domains, while Nintendo maintains coexistence through distinct positioning. The study argues that strategic differentiation and institutional design, rather than pure scale, explain the enduring coexistence of the three platforms in a market with strong network effects.