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標題: | 科技業生態系行銷策略之案例研究:以Intel為例 The Study on Ecosystem Marketing Strategy of Technology Industries: A Case of Intel |
作者: | 裘佳敏 Chia-min Chiu |
指導教授: | 郭瑞祥 Ruey-Shan Guo |
關鍵字: | 個人電腦,物聯網,價值網,生態系行銷,內容行銷,體驗行銷, Personal computer,Internet of things,Value net,Ecosystem marketing,Content marketing,Experiential marketing, |
出版年 : | 2019 |
學位: | 碩士 |
摘要: | 21世紀進入數位經濟時代,互聯網、物聯網、雲端運算、人工智慧及5G之應用風潮興起,科技產品生產製造及實際應用日趨複雜,科技業者常以產業生態系的合作模式行銷產品與解決方案:企業透過與生態系價值網中不同參與者的競合互動--包含顧客(終端使用者)、供應者、互補者以及競爭者,增強行銷溝通動能並及時獲得反饋。另一方面,受惠於科技進步與技術匯流,社群媒體平台興起,新的溝通媒介與多面向的互動機制出現,終端使用者獲取及評估資訊,以及社群內互動方式均異於過往的運作模式,科技業生態系行銷進入新的發展與應用階段。
個人電腦產業經過多年發展市場已相當成熟,企業常以垂直整合的方式進行生態系行銷.結合產品及周邊設備,透過媒體報導、廣告及專案活動,強調產品規格效能,並在通路端刺激銷售;近年的趨勢則是發展與強化內容行銷與體驗行銷–包含電競、內容創作與網紅分享–直接與目標族群互動獲得即時反饋,更能接市場地氣並有助於帶動銷售。在物聯網產業,企業需針對不同垂直市場的需求,整合生態系合作夥伴核心專長與資源,推出客製化解決方案,並在行銷上協同合作與目標對象溝通以導入解決方案。企業在個人電腦與物聯網產業中同時也與競爭對手合作,發展及採用特定產業標準規格,讓產品與解決方案在技術採納生命週期中加速進入主流市場;競合策略是產業生態系行銷發展的基礎。 本研究利用文獻、次級資料分析及實際參與,透過Intel公司之個人電腦與物聯網產業行銷個案研究,探討目前科技業生態系行銷策略的應用現況,以及生態系行銷策略對個人電腦與物聯網產業未來發展可能帶來的影響。研究結論顯示,科技業生態系行銷策略的確有助於凝聚價值網中合作夥伴的共識,透過角色分工與競合,為價值網的中心企業及參與者帶來正面的影響。「互助互利」與「共創價值」是生態系行銷達成雙贏或多贏的關鍵;各參與者可善用並延伸價值網的資源,重新自我定位及培養自身優勢;與顧客共同創造獨特體驗,成為企業及參與者在社群網路連結時代成功行銷的基石。 It’s the digital economic era in the 21th century, internet, internet of things (IoT), cloud computing, artificial intelligence (AI) and 5G technologies and applications emerge, and design, production and application of technology products are increasingly complex. It’s common that companies in technology industries collaborate with the ecosystem players to market and sell products and solutions. The companies are able to drive the marketing and communication momentum and acquire feedback timely through co-opetition with different players in the value net, including customers (end users and clients), suppliers, complementors and competitors. In addition, social media raise with the emergence of new communication vehicles and multi-faceted interaction mechanism, due to technological advancement and convergence, and the ways that end users receive and evaluate information as well as interact among communities are different from the past, leading to the new development and application stage of ecosystem marketing in the technology industries. The personal computer (PC) industry has matured after years of development. Companies in the field usually conduct ecosystem marketing by integrating partners’ products and peripherals to promote product specifications and performance through media exposure, advertisement and campaigns, and trigger sales in the retail stores. The marketing trend in the recent years, however, is to develop and enhance content marketing and experiential marketing, including e-sports, content creation and influences’ sharing, aiming at directly interacting with target audiences and getting real time feedback, which is more local market relevant and helps to drive sales. In the IoT industry, companies design and develop the customized solutions to solve the specific demands of vertical industry segments through combining ecosystem partners’ core competence and resources, and then conduct the integrated marketing plan and communicate with the target audiences to win deals. Companies in both PC and IoT industries also work closely with competitors to define, develop and adopt the specific industry standard and specifications, in order to accelerate the product and solutions’ go-to-market in the mainstream market in the technology adoption life cycle. Co-opetition is the foundation of ecosystem marketing development. The thesis is based on literature, secondary data analysis and personal participation, through Intel’s cases on PC industry marketing and IoT industry marketing, to analyze how the ecosystem marketing strategy works in technology industries and its potential impact toward the industry development. The study result represents ecosystem marketing strategy does facilitate to reach consensus among players as well as bring positive impact to the company and the players in the value net through role allocation and co-opetition. First, “collaboration and benefit-sharing” and “co-creating values” are critical for all players to get the win-win results to conduct ecosystem marketing. Second, each player may consider repositioning itself and enhancing its own advantages by leveraging and extending the resources given and shared in the value net. Lastly, to co-create the unique experiences with customers would be the cornerstone for the company and players to do marketing in the social connectivity era. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/77412 |
DOI: | 10.6342/NTU201900379 |
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顯示於系所單位: | 商學組 |
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