專業視頻技術B公司的競爭戰略研究

Abstract

本文的研究物件是一家以視頻技術著稱的中型技術公司B，在長達近90年的公司發展歷程上，不斷產生引領視頻專業市場的出色高科技視頻技術和產品：多制式彩色TV，視頻投影機，視頻LED大螢幕，數位電影放映機，以及ClickShare 無線會議協作系統等。其視頻顯示，影像處理技術及無線會議協作技術和產品更是居於行業之首。 是什麼驅動其在專業高科技市場經久不衰的領導地位? 尤其在技術快速反覆運算、競爭激烈環境下，B公司依然能捕捉到主力和細分市場機會，不斷地煥發生機，實現利潤增長。本文運用PESTEL，波特五力模型，SWOT分析法等理論對於公司外部戰略環境，內部資源稟賦等進行了深入地探討，分析出核心公司戰略為：技術創新產生影響力，捕捉高成長高利潤的市場先機以及追求可持續的行業影響力。 基於公司在專業技術市場的競爭和增長戰略，其實現路徑為： 1. 技術創新影響力，即通過深入研判前沿技術，快速調動公司技術資源、統籌安排組織、資金和流程來實施技術創新。 2. 捕捉高成長先機實現高利潤增長，核心業務採用組合創新來滿足高潛力增長機會；新業務採用第二曲線顛覆式創新來引領高利潤增長。 經典戰略理論認為企業應該“堅守本業”，不要輕易轉到新的領域，這在企業成長性時期和連續性時期之內非常正確。但對於在國際多極化和去風險化而不斷變化加深的環境、行業競爭不斷加劇的情況下，更多需要採用非連續性的破壞性思維進行業務增長，即主動採取第二曲線等創造性自我破壞增長方式，爭取實現十倍速的市場級增長。B公司這類成熟公司採用第二曲線的最佳創新策略是類比於生物進化的分形創新和分形演算法。 3. 追求可持續影響力，完善並加強公司的可持續發展組織和治理；關注危機管理，建立了完善的風險管理和控制體系。 中國是B公司全球戰略的重要杠杆，重點打造技術影響力和聚集行業領軍人物，通過這兩個核心競爭力快速推動潛在增長地區的業務。 文章同時探討了B公司為實施競爭戰略而制定的一系列保障機制和措施：即創新、新技術和產品機制，人力資源和人才管理機制，高效的供應鏈機制，嚴格的產品品控機制等，同時夯實堅實基礎的財務和資訊管理流程。充分利用公司多年來的品牌文化，全球良好的組織管理、運營優勢去實現公司與時俱進、不斷反覆運算優化的新戰略。 目前新一代前沿技術，如AI，XR，量子計算等浪潮風起雲湧，相對“傳統”的專業科技公司如何融合、發展、提升，B公司的競爭戰略案例提供了有益的探索。

This paper studies on a middle-size leading visualization tech company B, well known worldwide for the pioneering professional products, such as Multi-standard TV set, Video projector, Large-format LED video wall, Digital cinema projector and Clickshare, etc., during its long 90 years’ innovations. Now Company B is technically leading in video display, image processing and wireless collaboration technologies. What steers this agile company leading and profitable in fast-pace and fiercely competitive professional high-tech sector over the decades? The paper unfolds some observations and analyzing on Company B as follows, The external environment is reviewed through PESTEL framework. The shaped industry competition is analyzed with Porter’s Five Forces. The competitive strategy is interpreted through SWOT framework as: Innovate for Impact, Capture profitable & efficient growth and Go for sustainable impact. Paving the fulfilment road to strategies competition and growth with: 1. Innovate for impact: Changing paradigms of visualization and relating frontier tech; Centralized key labs at the core of disruptive innovation; Forge innovation framework with focused process, capital, and organization. 2. Capture profitable & efficient growth: Grow core business with continuous innovation and optimization. Disruptively innovate with second-curve to capture new business potentials. Classic strategic management tells to focus on core business which is appropriate for the growing and continuous periods of a company. In tough environment recent geopolitical multipolarity and de-risking, the strategies disruptive innovation and second curves are ideal competitive choices to boost 10 times business growth. During the decades Company B adopts several advanced growth strategies of second curve: Fractal Innovation and Fractal Algorithm. 3. Go for sustainable impact: Strengthen governance and risk management; Reinforce sustainability performance in the fields of planet, people, and communities. Inside potential regional market China is covered with key drivers: Tech Impact and Leading talents. Consequently, the strategy enabling and securing mechanism and measures are designed and deployed: Innovation, new technologies & product portfolio; Human capital & talent management; Supply chain & 'Nth' party risk; Product quality. Further reinforce financial risk management and internal control; business ethics and information security. As many new frontiers techs fast ebbing and growing, for example Applied AI, XR and Quantum computing, etc., how the “old” video tech company further merge, develop, and evolve into the new tech-edges and leap for next decades? The study may spark some exploring.