遊戲機產業利潤池與 個案公司策略定位及發展之研究

Abstract

本研究首先從宏觀的角度出發，運用「產業價值鏈(Value Chain)」與「產業利潤池分佈(Profit Pools)」等管理學工具，目地在於探討博奕產業目前的整體經濟狀況及未來的發展趨勢，藉以瞭解在未來五年內的博奕產業市場是否能持續呈現成長的態勢？另則從利潤池分佈情況，可解讀個案公司(HE公司)目前在博奕產業價值鏈中的定位(Position)是否恰當？是否能在其他的鏈節點上找到更適宜的定位點？ 其次再從微觀的角度，運用「波特的五力分析」、「SWOT分析」、「價值網(Value Net)」、及「供應鏈(Supply Chain)」等管理工具，分別以不同的方法論與角度來探討並發掘HE公司的在博奕遊戲機產業中的競爭優勢以達到下列幾項目標： (1) 重新定位HE公司與客戶及供應商之間的合作關係，並運用阻隔策略以墊高「進入門檻」，我們稱這種競爭策略為以提高競爭對手成本的阻絕策略，並建立起優勢的因果模糊性(Causal Ambiguity)，以及競爭者存在不確定的模仿性(Uncertain Imitability)。 (2) 充份瞭解並運用HE公司的優勢以爭取任何可能的商業機會。 (3) 運用價值網的分析與探討，來提高客戶願意付的價格及降低供應商的機會成本，以增加HE公司在博奕產業價值網中的整體附加價值(Total Value Added)。 (4) 如何從現有的迷你指揮家(The Mini-Maestro Model)的供應鏈模組，透過對次供應鏈的解構後再做進一步的整合，以找出在動態競爭的博奕產業中最有效率且最有競爭力的全新供應鏈模組。

First of all, we view an issue from a macro-perspective for Gaming Industry. The purpose is to confer with the overall market situation and the development trend by utilizing both “Value Chain” and “Profit Pools” which reveal the potential growing path in the following five years. On the other hand, we can realize whether we have a right position in Value Chain of Gaming Industry from the “Profit Pools” analysis. Furthermore, we could have a better opportunity for a better position on the Value Chain. Secondly, we take another view from micro-perspective by utilizing several different methodologies which are “Poter’s five forces analysis”,”SWOT”,”Value Net” and “Supply Chain”, and we expect for achieving following goals in the tremendous and severe competition： (1) Repositioning the corporation relationship between customer and supplier, we have to raise rival’s “Entry Barrier” & “Imitation Barrier” by Causal Ambiguity and Uncertain Imitability. (2) To endeavor after any possible opportunity by understanding and utilizing the strength in a certain company. (3) In order to increase the overall Value Added (VA) in the Value Net, we have to take actions to raise customer’s Willingness to Pay and diminish supplier’s Opportunity Cost. (4) To acknowledge the existing drawbacks in the Mini-Maestro model of a current supply chain, we have to look for a more effective and competitive way in the dynamic Gaming Industry by the means of disintegration and then aggregation in Supply Network.