分析iPod-iTunes商務模式：主流設計觀點

Abstract

在技術變動快速的資通訊產業中，技術不連續性可能創造出新的產業領域，而特定的技術與商業設計亦可能獲取絕大多數的需求，而形成主流設計；對身處動態競爭的資通訊產業中，能否創造且維持在產業中的主流設計地位，將影響公司的長期競爭力與獲利。 既有的文獻中對主流設計的討論可分成兩大支流，一為探究產業中主流設計的形成和演進，二是討論何種產業或公司因素將影響主流設計。本研究試圖綜合上述兩路文獻的見解，融合 Anderson and Tushman (1990)和Suaréz (2004)的架構，建構出一分析架構，作為探討Apple的iPod-iTunes商務模式的導引，並深入分析Apple 在 2007年初發行DRM-free 產品背後的策略意涵。 經過本研究對 iPod-iTunes 的個案分析之後，本研究建構出一個較為詳細的觀念架構，指出不同的因素是如何在不同階段的主流設計發展中發揮影響，同時提出因素之間的互動關係，並揉合生態系統(ecosystem)理論中的次系統(subsystem)概念的影響因素於架構中。本研究希望以此一架構強化主流設計理論用於解釋目前資通訊產業競合動態的能力。最後，根據個案研究和觀念架構，本研究針對台灣廠商在進入新興產業後，如何取得並維持主流設計地位提出了策略建議。

In a fast changing and hypercompetitive environment, such as the one in the information and communication technology (ICT) industry, technological discontinuities may create new product categories. As technology evolves, a single product design may achieve market dominance which leads to the establishment of a dominant design. A firm’s capability in creating and ensuring its technology to become a dominant design is critical to its long-term competitiveness and profitability in a dynamic landscape like the ICT industry. There are two main streams of research in the dominant design literature; one focuses on the evolution of a dominant design while the other one emphasizes on the external factors facilitating the formation of a dominant design. Based upon these two streams of research and borrowing from the work of Anderson and Tushman (1990) and Suaréz (2004), we suggest an initial framework for case exploration. The main purpose of the present case study is to examine the emergence and evolution of iPod-iTunes' becoming a dominant design in the digital music industry, from which we will discuss the strategic implications of Apple’s releasing DRM-free music in April 2007. Taking this foundation into consideration and exploring the evolution and diffusion of iPod-iTunes model as a focal case, the present research suggests a comprehensive framework encompassing the concept of ecosystem and interdependence among different levels of factors to explain the emergence and evolution of dominant design in new product category. Implications to practitioners who intend to create products with dominant design potentials are discussed.