光儲存媒體軟體廠商之競合策略分析

Abstract

1990年代開始，由於技術的進步，原本由韌體驅動的影像壓縮播放開始可以利用軟體驅動，造就了光儲存媒體軟體迅速發展。一開始軟體廠商擁有的資源不多，廠商無法同時研發多種技術，DVD軟體市場可分為三大區塊—撥放、燒錄以及編輯。隨著時間的過去，軟體廠商累積充裕的資源，希望以多角化進行公司的成長，此外，硬體廠商對於All-in-one軟體的要求，造成軟體公司不約而同的擴大其產品線，在產品線重疊下，軟體端有逐漸聚合的現象。另一方面，2002年，Sony以及Toshiba分別發表了新世代光碟機，正式宣告藍光世代即將來臨，2006年的今天，原有的DVD規格走向統一，市場成熟，毛利率因而逐步下降。新一代的藍光DVD正蓄勢待發，準備替代現有的DVD市場，成為下一代的市場主流。 本研究擬針對光儲存媒體產業內之軟體廠商，探討軟體廠商的策略行為以及其競合關係，尤其是在藍光規格即將呈為主流的環境，本研究主要的問題為二：一、面對不同的技術生命週期，在光儲存產業的軟體端所面臨到的新產業結構為何？其中之內涵為何？二、DVD軟體廠商的策略定位將會如何改變？該如何利用其核心能力在多角化方面獲得持續成長的動力？透過此一分析，本研究希望能提供台灣廠商在光儲存媒體產業中，建立代工以外的有利策略選擇。 本研究採用定性研究的方法，透過深度的訪談以及產業次級資料，歸納出整個產業的競爭架構，並且利用資源基礎理論以及價值網理論，討論光儲存媒體軟體廠商之核心能力來源，以及分析軟體廠商之競合態勢，透過本研究的分析發現，在新規格時期，硬體廠商的地位變得更加重要，而原本成熟的市場也因為新規格興起產生成長的誘因。另一方面，消費者對於影音需求增加，對於軟體廠商而言，產生了許多在行動裝置上新的機會。針對以上新的產業特性，本研究利用價值網的PARTS（Partner、Add Value、Rules、Tactics、Scope）等五大面向對軟體產商提出了策略建議以供其未來策略之參考。

In 1999s, due to technology development, software can decode and encode video files through firmware which induced the emergence of optical storage media software companies. In the early years, optical storage software companies are more specialized in different technological areas which make DVD software markets be segmented into playing, burning and editing sectors. However, as technology became convergent, companies accumulated enough resources and tried to diversify to growth. Besides, hardware companies gradually pursue all-in-one software to support their product development. As a consequence of such a trend, software companies attempted to expand their product lines across different technology areas which made the market boundaries blurred. On the other hand, Sony and Toshiba announced new generation DVD technology in 2002. Original DVD became standardized and then market went matured. Blue ray DVDs were preparing to take over the existing DVD’s market. This research attempts to explore how optical storage media software companies react to the technological change due to Blue-ray DVD and how they face competition when market becomes converge. A couple of questions are specially emphasized in this research. 1.What does the industrial structure change in different technological life cycle, and why? 2.What does the strategic position of software companies change and how can they leverage their core competency in product diversification in order to obtain new growth opportunities？By analyzing optical storage media software companies, we hope that our results can provide significant implications to Taiwanese companies for their strategies beyond being a contract manufacturer. Based on qualitative approached, we collect data from both various secondary sources and interviews with several industry experts. We then provided an analysis on the industrial structure and discussed core competences of major software companies through the lense of resource-based view of the firm and value net framework. Through the analyses, we found that hardware companies became more important in the new era and market became thriving again because of product opportunities driven by new technologies. On the other hand, the demand of digital entertainment is increasing. It opened up lots of new chances on portable devices for software companies. Finally, we employed the framework of PARTS to draw specific strategic suggestions to these software companies for their future pursuit.