產品競爭之賽局分析：以資訊硬體B2B市場為例

Abstract

本研究以賽局理論中的競合策略（Co-opetition）為理論基礎，探討資訊硬體B2B市場中企業如何在激烈競爭與需求快速變動的環境下，透過策略性合作與競爭並行，創造與爭取市場價值。研究以跨國企業H公司為個案，結合價值網（Value Net）及PARTS模型（Players、Added Values、Rules、Tactics、Scope）進行深入分析，期望為資訊產業提供一套兼具理論與實務應用的專案競爭策略分析框架。 本研究聚焦於H公司，分析其在大型專案、渠道及中小企業市場及跨國性客戶專案中採取的競爭策略模式，歸納為四種類型： 1. 進攻型專案策略：以進入原由競爭者長期經營的客戶市場為目標，避免單純價格競爭，轉而透過深入了解客戶需求，主動改變競標規則，成功排除主要競爭對手並取得大型專案。 2. 防守型專案策略：針對既有穩定客戶，透過開發客製化資安功能、整合資產管理系統及建立「防火牆」式決策機制，鞏固客戶依賴，提升轉換門檻，有效抵禦競爭者進入。 3. 渠道與中小企業專案策略：設計分級經銷商制度（鑽石、金牌、銀牌），搭配認證培訓.、市場支持、銷售獎勵與商機派發等資源配置，提高經銷商黏著度與銷售動能，擴大市場滲透率。 4. 跨國性客戶專案策略：依照專案金額與合約類型（SC、MC、NC）區隔服務模式，對大型合約客戶進行直營深度維繫，新客戶開發則由獵手型業務負責，中小型客戶則以渠道與電話行銷方式進行滲透。 研究結論發現，H公司成功的關鍵在於能夠靈活應用PARTS架構，主動重構價值網絡中各參與者之角色與互動關係，並透過改變規則與範疇，有效提升附加價值與市場優勢。無論是進攻型或防守型專案，皆以深度理解客戶需求為核心，並透過制度設計與資源整合，建構難以被競爭者輕易取代之競爭壁壘。 本研究亦與競合策略理論中的核心精神呼應，即企業不應僅視競爭者為對手，而應從合作中尋求共贏機會，以擴大整體市場規模。理論與實務結合之成果，除能提供資訊硬體產業實務經營之參考，也為未來B2B市場競爭策略研究提供新的視野。

This study adopts the co-opetition strategy within game theory as its theoretical foundation to investigate how enterprises in the information hardware B2B market can create and capture market value through strategic cooperation and competition amid intense rivalry and rapidly evolving demand. Using multinational H Company as a case study, this research applies the Value Net and PARTS model (Players, Added Values, Rules, Tactics, Scope) to analyze competitive strategy formulation in large projects, channel development, SME markets, and multinational customer projects. The findings categorize four strategic approaches: offensive project strategies to penetrate competitor-dominated markets, defensive strategies to retain existing customers and increase switching barriers, channel and SME strategies to expand market penetration through tiered dealer systems, and multinational strategies to manage large clients while acquiring new customers. Results indicate that Company H’s success lies in its flexible application of the PARTS framework to reconstruct participant roles and interactions within the value network, enhancing added value and market advantages through rule and scope adjustments. This study emphasizes that firms should seek win-win opportunities with competitors to expand the overall market while building competitive barriers. The findings provide practical insights for the information hardware industry and contribute a new perspective for future B2B competition strategy research.