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標題: | 騰訊之平台策略與生態系競爭策略分析 Tencent's Platform and Business Ecosystem Competitive Strategy Analysis |
作者: | 鄭雁怡 Yen-Yi Cheng |
指導教授: | 郭瑞祥 Ruey-Shan Guo |
關鍵字: | 騰訊,平台策略,商業模式,商業生態系統,多角化經營,中國網際網路產業, Tencent,Platform Strategy,Business Model,Business Ecosystem,Strategy of Diversification,China Internet, |
出版年 : | 2024 |
學位: | 碩士 |
摘要: | 當企業抱持產品思維,具備洞悉市場需求的眼光、產品設計與技術的專業及經驗累積,便有機會能夠脫穎而出成為產業內的佼佼者,然而,企業若想憑藉單打獨鬥的產品思維,在產業急劇變動的環境下維持長期的產業領導地位卻是困難重重。如今,競爭的模式逐漸多元化,競爭者不再僅限於單一產業內部,騰訊能夠在變動快速、競爭激烈的網際網路產業中維持長達超過20年的龍頭地位且多次列入《財富》雜誌世界500強企業名單之中,歸功於能夠快速擺脫產品思維,跨轉到生態系統的商業模式。透過建立開放性生態系統、善用互補企業的資源,達到驅動創新,防禦生態系的顛覆。
本研究採個案研究的方式,先透過次級資料分析中國網際網路產業的發展歷程以及產業未來趨勢,從中定位騰訊的產業地位。爾後,將騰訊自1998年至今的發展分為四個階段,分別為業務擴張時期(1998~2010)、開放平台時期(2010~2015)、微信生態圈擴建時期(2016~2020)及擁抱產業網際網路時期(2020~2024),探討騰訊的核心資源與能耐以及持續性競爭優勢來源,以及如何逐步從只做即時通訊軟體的產品思維以及獨攬獲利的封閉式平台,轉型為開放式混合型平台,自許成為網際網路的連結器,廣納第三方廠商於平台之中,協助多元業務之開發,達到降低開發成本、優化使用者服務體驗、擴大獲利來源的平台經濟綜效。最後,在面臨消費網際網路成長性趨於飽和以及競爭激烈的產業環境下,轉向生產端網際網路發展,將資源大量投入於騰訊雲的發展,提供企業端的產品以及針對多種行業的解決方案,邁向事業發展的第二曲線,根據近年的財報結果公佈,騰訊雲確實逐漸成為騰訊營收來源的主軸。 解析騰訊的營收組成不難發現遊戲業務對於其獲利的重要性,本研究亦分析每個時期遊戲的發展策略,說明騰訊初期透過自我研發及二創策略,善用平台的大量用戶數發展社交型遊戲,發展成透過投資控股方式成為熱門電競遊戲之獨家代理商,建立屹立不搖的遊戲產業龍頭地位。 綜合上述,騰訊在面對網際網路產業巨變,如從PC時代轉變到移動網際網路時代、從消費型網絡轉向產業型網絡等,其商業模式皆能與時俱進動態調整,其在開發即時通訊軟體初期變累積下來的大量高活躍度用戶群、用戶忠誠度、馬化騰領導者洞察市場需求的精準眼光、騰訊的產品開發及整合能力為其持續性競爭優勢來源,透過平台商業模式及生態系統的建立,使騰訊具備多元業務的開發能力,為維持長期產業領導地位的關鍵因素。 When companies adopt a product-centric mindset, possessing insights into market demands, expertise in product design and technology, and accumulated experience, they have the potential to stand out as industry leaders. However, it is challenging for a company to maintain long-term industry leadership solely based on a product-centric approach in a rapidly changing environment. Nowadays, competition has diversified, and competitors are no longer confined to a single industry. Tencent has maintained its leading position in the rapidly changing and fiercely competitive internet industry for over 20 years and has repeatedly been listed in Fortune''s Global 500 companies. This success can be attributed to Tencent''s ability to swiftly transition from a product-centric mindset to an ecosystem-based business model. By establishing an open ecosystem and leveraging the resources of complementary companies, Tencent drives innovation and defends against ecosystem disruption. This study employs a case study method, initially analyzing the development history and future trends of China''s internet industry through secondary data to position Tencent within the industry. Subsequently, Tencent''s development from 1998 to the present is divided into four stages: the Business Expansion Period (1998-2010), the Open Platform Period (2010-2015), the WeChat Ecosystem Expansion Period (2016-2020), and the Embracing Industrial Internet Period (2020-2024). The study explores Tencent''s core resources and capabilities, the sources of its sustainable competitive advantage, and how it gradually transformed from a product-centric approach focused on instant messaging software and a closed profit-oriented platform to an open hybrid platform. By positioning itself as an internet connector, Tencent integrates third-party vendors into its platform, aiding the development of diversified businesses, reducing development costs, optimizing user service experiences, and expanding profit sources through platform economy synergy. Finally, faced with a saturated growth in the consumer internet sector and an increasingly competitive industry environment, Tencent shifted towards the industrial internet, heavily investing in the development of Tencent Cloud. This move provided enterprise-level products and solutions for various industries, marking a second growth curve for the company. According to recent financial reports, Tencent Cloud has indeed become a major revenue driver for Tencent. Analyzing Tencent''s revenue composition reveals the significant role of its gaming business in profitability. This study also examines the gaming strategies during each period, illustrating how Tencent initially leveraged its large user base to develop social games through self-development and secondary innovation strategies. Over time, Tencent became the exclusive agent for popular esports games through investment and holding strategies, establishing a solid position as a leader in the gaming industry. In conclusion, Tencent has dynamically adjusted its business model to keep pace with significant changes in the internet industry, such as the shift from the PC era to the mobile internet era and from the consumer internet to the industrial internet. Tencent''s sustainable competitive advantage stems from its large and highly active user base accumulated during the early development of its instant messaging software, high user loyalty, the keen market insight of its leader Pony Ma(馬化騰), and Tencent''s product development and integration capabilities. Through the establishment of a platform business model and business ecosystem model, Tencent possesses the capability to develop diversified businesses, which is crucial for maintaining long-term industry leadership. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/92894 |
DOI: | 10.6342/NTU202401420 |
全文授權: | 同意授權(限校園內公開) |
顯示於系所單位: | 商學研究所 |
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