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Title: | 科技創新與商業模式競合策略:以元太科技為例 Technology Innovation and Business Model Co-opetitive Strategy: A Case Study of E Ink Holdings Inc. |
Authors: | 陳宜靚 Yi-Jing Chen |
Advisor: | 郭瑞祥 Ruey-Shan Guo |
Co-Advisor: | 陸洛 Luo Lu |
Keyword: | 元太科技,科技創新,商業模式,商業生態系統,競爭優勢,競合策略, E Ink,technology innovation,business model,business ecosystem,competitive advantage,co-opetition, |
Publication Year : | 2023 |
Degree: | 碩士 |
Abstract: | 對於技術導向的企業來說,單靠技術並不能獲得商業上的成功,技術必須先轉換成產品,再建構相應的商業模式,才能達成價值傳遞與獲利;且如今競爭已不限於單一產業中,以跨產業生態系統的角度來看,技術要取得市場認可更加困難,需要系統中其他互補資源的配合,因此企業需要思考如何建立有效的生態系統,透過競爭合作發揮綜效,驅動創新。
本研究採個案研究,以元太科技為例,分析技術與商業的連結。元太科技是電子紙產業的領導廠商,一路上經歷許多關鍵決策與商業模式調整,才能佔據產業核心地位,並在對的時機推出合適的產品。通常認為在寡占市場中企業能獲得極大利潤,但是元太科技秉持競合思維,建立生態圈把市場做大,同時因為其掌握關鍵技術,仍舊是生態圈中不可或缺的一員。元太科技的成就令人印象深刻,故研究目的是要了解元太科技作為技術廠商,採行了哪些策略維持其競爭優勢,甚至達成持續性的自我成長,在技術、產品與商業模式上求新求變,作為其他技術廠商發展策略的典範參考。 本研究先透過次級資料蒐集了解電子紙產業概況,包含技術發展與競爭合作情形,從中定位元太科技的產業地位;而後將元太科技的發展歷程分割為四個時期,分析在外部環境變動下,元太科技採取哪些策略或行動,善用內外部資源與能力,在各階段中面對不同競合的挑戰,最終找到成長的道路。 解析元太科技各階段的商業模式調整,可以發現它不僅因應時勢提供不同的價值主張,對外也從價值網中找尋互補與合作的方法,建立生態圈共同開發新產品應用。統整每個階段中轉型成功的關鍵因素,可以歸納為三項,包含掌握優劣勢並做出取捨、結合天助與自助建立獨特優勢,以及提前佈局業務分支,讓需要轉型時有空間可轉;而關於從技術成長到商業成功,有賴其吸收外部資源的能力,以及鼓勵內部創新的文化,最重要的是創新不只發生在自己內部,還包含生態圈中跨產業創新,也由此衍生出生態系的防禦與進攻策略。 綜合上述,本研究提出對於技術為核心的廠商來說,首先在選擇發展技術時,需要充分了解自身擁有的資源與能力,並且提前物色下一個關鍵技術,以在產業變動中做出調整。當時空環境有利於己時,要把握機會往產業鏈中必要存在的方向延伸,並透過吸收外部資源、建立生態圈思維,以及鼓勵內部創新三種行動方案,聚攏互補資源進行創新,實現技術到產品再到商業模式的轉換,從技術創新中獲利。 由於電子紙的關鍵技術是其他廠商願意與元太科技合作的關鍵因素,故近期調整發展重心,以電子紙材料和電子墨水等其他競爭者難以模仿的上游技術作為主要方向。對此,本研究建議須記得電子紙生態圈屬於解決方案型的生態系,目的是整合互補廠商共同提出解決方案,因此不能忽略對終端消費者的了解,避免在生態系統中具備必要性,卻喪失主導創新的能力。 For technology-driven companies, relying solely on technology is not enough to achieve commercial success. Technology needs to be transformed into products and corresponding business models in order to deliver value and generate profits. Moreover, competition nowadays is not limited to a single industry. In cross-industry ecosystems, other complementary resources should be considered. Therefore, companies need to consider how to establish effective ecosystems and drive innovation. This study adopts a case study approach, using E Ink Holdings Inc. (E Ink) as an example, to analyze the connection between technology and business. E Ink is a leading player which always introduce suitable products at the right time in the electronic paper industry. E Ink adheres to a cooperative mindset, expanding the market by establishing an ecosystem. The achievements of E Ink are impressive, so the research aims to analyze the strategies adopted by E Ink, serving as a reference for other technology vendors' development strategies. The study collects secondary data to understand the overview of the electronic paper industry, and then segments E Ink's development process into four periods, analyzing the business model changes in response to external environment. The study examines how E Ink leveraged internal resources and capabilities to face different challenges from competitors at each stage, ultimately finding a path to growth. Analyzing the business model adjustments in each stage of E Ink's development reveals that it not only provided different value propositions according to the times but also sought complementary and cooperative approaches within the value network. The key factors for successful transformation in each stage can be summarized as three aspects: understanding advantages and disadvantages and making trade-offs, combining external assistance and self-help to establish unique advantages, and proactively seting up business branches if transformation is needed. Regarding the transition from technological growth to business success, it relies on the ability to absorb external resources and encourages an internal culture of innovation. Last but not least, innovation does not only occur within the company but also within the ecosystem. In conclusion, this study proposes that for technology-centric companies, they need to fully understand their own resources and capabilities when choosing technology to develop and proactively identify the next key technology. They should seize the opportunity to extend towards the necessary part in the industry,and there are three action plans that could be followed: absorbing external resources, establishing an ecosystem mindset, and encouraging internal innovation. By gathering complementary resources for innovation, the transformation from technology to products and then to business models can be realized, leading to profits from technological innovation. Other companies are willing to cooperate with E Ink because of its critical technology in electronic paper, so they focus more on upstream technologies such as electronic paper materials and electronic ink recently. However, it is important to remember that the electronic paper ecosystem belongs to a solution-oriented ecosystem, aiming to integrate complementary vendors to jointly propose solutions. Therefore, understanding the end consumers should not be overlooked to avoid possessing necessity within the ecosystem but losing the ability to lead innovation. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/88213 |
DOI: | 10.6342/NTU202301816 |
Fulltext Rights: | 同意授權(限校園內公開) |
Appears in Collections: | 商學研究所 |
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