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題 名 | 數位音樂時代企業之競爭優勢:APPLE公司數位音樂平臺之探討=The Competition Advantage of Enterprises in Digital Music Era: Case Study of APPLE Digital Music Platform |
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作 者 | 林富美; 蘇珊如; 張寒梅; | 書刊名 | 傳播管理學刊 |
卷 期 | 7:2 民95.07 |
頁 次 | 頁95-130 |
分類號 | 484.7 |
關鍵詞 | 數位音樂; 競爭優勢; 群聚效應; Digit music; Competition advantage; APPLE; iPod; iTunes; Clustering effect; |
語 文 | 中文(Chinese) |
中文摘要 | 根據Jupiter Media Metrix的研究指出,全球線上音樂市場將由2001年的10億美元成長至2006年的62億美元,2001年至2006年的複合平均成長率為44.04%,佔整體音樂產業銷售比例的32.4%。2005年1月19日IFPI國際聯合唱片產業在倫敦所發佈的數位音樂報告中指出:合法的音樂網站呈4倍的成長於2004年超過230個,可用的音樂型錄在過去12個月內呈倍數成長至1佰萬首,支付音樂下載的費用超過10倍的成長達2億美元,購買線上音樂的消費行為已趨於正向。 鑑於線上音樂市場的成長力道強勢,數位音樂產業在上、中、下游的產業價值鏈中,更進行著跨產業間的合作結盟,在此新興產業中如何找出核心競能與競爭優勢,是產業界所面臨到的問題及挑戰。 蘋果電腦於2001年11月推出第一代的可攜式數位音樂播放器iPod,2003年4月在取得唱片公司的授權代理銷售音樂後,APPLE iTunes線上音樂開始營運,在結合軟體與硬體銷售的營運模式下市場反應熱烈,截至2005年九月份iPod系列產品累積出貨量已達二千二佰萬臺,線上音樂下載iTunes單曲亦達五億首歌。 本研究根據學者方至民的競爭優勢理論為主要分析架構,旨在探討APPLE在數位音樂產業萌芽的初期,如何在市場不確定性高的階段看清資產與技能、經營領域、經營模式及與競爭者間的差異化優勢,以iPod系列產品支撐其企業持續成長與獲利,並透過獨特的產品設計風格,建立品牌,將經營版圖擴展至數位音樂領域,並透過產業群聚效應,鞏固企業的競爭優勢。 研究發現,(一)傑出領導者領導優秀團隊所培育出的企業文化,是建立產業核心能力的基礎;(二)企業經營的目的在於追求利潤與成長,而利潤與成長動力與方法包括:1. 佔據產業鏈的關鍵位置;2. 擴大所佔有關鍵環節的價值,並將價值最大化;3. 往產業鏈上下端整合或是利用現有關鍵位置削減產業鏈上下游價值,以確保本身價值之最大。蘋果電腦的iPod是以iPod + iTunes的創新整合,能成功佔據產業鏈關鍵位置,而iPod mini與shuffle的推出,更將此模式價值最大化。(三)資產與技能優勢評估,是進行策略聯盟,相當重要的課題;(四)跨業的合作聯盟,對於開發新經營領域,能增加營運彈性及分擔風險;(五)iPod的成功,在於其創新的焦點不是單從產品本身改革,而是擴及到經營模式的創新;(六)正確的策略定位,它本身就是一個競爭優勢,而且具持續性,將使得競爭對手更難以在短期間模仿;(七)有效的產業群聚效應,能鞏固競爭優勢,支撐其企業持續成長與獲利。 |
英文摘要 | According to the research by Jupiter Media Metrix, it says that global on-line digital music market will be growing from 10 billion dollars in 2001 to 62 billion dollars in 2006, and the CAGR is 44.04% between 2001 and 2006. It eats 32.4% of the total sales value generated by the music industry. On January 19th, 2005, the Digital Music Report issued by IFPI London indicates that comparing to 2004, there are 230 more logal music web in 2005, and it expands in a quadruple rate. The available music categories has been increasing to 1 million songs during the past 12 months, the music download service is growing over tenfold and reaching 200 million dollars sales. The consumer behavior of puchasing online music is turning to be more positive prospect. Because of the strong growth of online music market, the digital music industry is undergoing business alliances with other industries in the chain. This new online business is confronting the problem and challenges that how to find out the core compatibility and competition advantages. On November 2001, APPLE computer released the first generation of authorization from record companies as the music agent to start APPLE iTunes Online Music operation. It was a business model combining both software and hardware sale and overwhelming the market. The sale volume of iPod serial products has been accumulating up to 22 million units and has been downloaded 500 million songs till September 2005. This research will adapt for competition advantage theory of scholar 方至民 as research structure, based on assets, ability, operation field, type of operation difference advantage factors, to analysis and discuss APPLE competition advantage in this high risk and uncertainty stage of digital music era. This discover of research, (1) The outstanding leader leads the outstanding corporate culture cultivated of group, set up the industry foundation of key ability; (2) The purpose that enterprises manage lies in pursuing the profit and growth, and the profit and growth motive force Include with the method: 1. Occupy the key position that produces the studying industry chain; 2. Expand the value of the key links occupied, combine Maximize value; 3. Combined to the chain upper and lower ends of the industry or utilize the existing key position to cut down the industry chain to visit from head to foot value, so as to ensure one's own value is the greatest. APPLE computer is combining with the innovation of iPod + iTunes, can succeed in occupying the key position of industry chain, and iPod mini and iPod shuffle also enlarge the market value more. (3) Assets and technical ability advantage are assessed, carry on strategic alliance, quite important subject; (4) stepping industry, Cooperative alliance, for developing the new operation field, can increase the operation elasticity and share the risk; (5) iPod focus of its innovation is not from own reform of the products only, but expand and to the innovation of the type of operation; (6) The correct strategy position which itself is a competition advantage, constant, make rival, It is difficult to imitate in a short time; (7) effective industry clustering effect, can consolidate the competition advantage, support its enterprise to hold Grow up and make a profit continuously. |
本系統中英文摘要資訊取自各篇刊載內容。