Responsive image
博碩士論文 etd-0702120-223055 詳細資訊
Title page for etd-0702120-223055
論文名稱
Title
智慧手機產業5G過渡期間之競爭策略–以 APPLE 及 SAMSUNG 為例
Competitive Strategies of Smartphone Industry During the Transition to 5G-A Case Study of APPLE and SAMSUNG
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
109
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2020-06-19
繳交日期
Date of Submission
2020-08-02
關鍵字
Keywords
策略定位、真無線藍牙耳機、智慧型手機、5G過渡期、競爭優勢、競爭策略
true wireless Bluetooth headphone, smartphone, 5G transition period, competitive advantage, competitive strategy, strategic positioning
統計
Statistics
本論文已被瀏覽 5780 次,被下載 159
The thesis/dissertation has been browsed 5780 times, has been downloaded 159 times.
中文摘要
2019年,5G網路的技術正式問世,相較於現今普及的4G網路技術,可說是在網速的光速躍進,許多智慧型手機廠商看準了這個商機,紛紛開發能搭載5G技術的高階旗艦機型,為的就是要讓目前已經逐漸飽和的智慧型手機市場注入一股活水,也期盼通訊世代的革新,從4G跨到5G以後,能夠有效帶動消費者湧現換機潮。另外,從2019年的世界行動通訊大會(MWC)中也可窺知未來智慧型手機的發展趨勢,搭配智慧型手機使用的穿戴式裝置為市場熱銷產品,近年內尤其以真無線藍牙耳機為代表,耳機裝置搭配手機的語音操作,讓用戶不須動手,只需口頭下達指令就能完成各種操作,增添操作上的便利性,未來與5G的高網速能碰撞出什麼新火花,帶來什麼更先進方便的功能,相當令人期待!而隨著高階旗艦手機市場的飽和,使智慧型手機主要的戰場轉移至中階市場,尤其在人口基數龐大的開發中國家,如印度及中國,對於中階手機仍然有一定的需求動能,在5G技術的基礎設施正式普及之前,中階手機市場是各大廠首先要鎖定的目標。
本研究著重在探討智慧手機廠商如何面對5G過渡期來重新定位產業以及調整競爭策略,以累積成持續的競爭優勢。研究對象部分,為帶起智慧型手機熱潮的APPLE以及全球手機市佔龍頭SAMSUNG,同時這兩廠商也有依據產業局勢變化推出真無線藍牙耳機作為創新策略。再透過分析這兩間具產業代表性廠商的策略定位以及競爭優勢,能提供他廠做未來策略發展的方向參考。
利用個案研究法以及次級資料研究法,來對兩大廠商進行分析,獲得以下的結論:
一、當消費者換機週期不斷拉長,智慧型手機市場逐漸邁入成熟階段,企業在產業定位及競爭策略上需要適當地做出調整,如以快速技術導向策略成為5G技術商業化領先者,確立在消費者心中新興技術領導地位,或是針對軟體服務進行豐富化的擴充,營造完善的軟硬整合生態系統。
二、體現品牌核心價值,開創產業新趨勢,如開發結合智慧型手機使用的穿戴裝置—真無線藍牙耳機,來延伸品牌價值到這個新興的穿戴市場,搶攻市佔率。
三、針對當今重點市場,提出不同的競爭策略,例如針對成長仍有動能的中階市場,推出多款主打不同功能的新機,確保能滿足不同消費者的多元需求。
Abstract
In 2019, the technology of 5G network was officially launched. Compared with the popular 4G network technology nowadays, it can be said that it is making a big progress at the speed of the network. Many smartphone manufacturers have taken this opportunity and have developed 5G technologies on their flagship smartphones. This action aims to make smartphones popular once again. Smartphone manufacturers really look forward to the innovation of the mobile communication generation (from 4G to 5G), and they hope this innovation will effectively drive consumers to switch to new 5G smartphones. In addition, from the 2019 Mobile World Congress (MWC), we can also glimpse the future development trend of smartphones. Wearable devices are favored in the market in recent years, especially for true wireless Bluetooth headphones, this headset device is matched with the voice operation of the smartphone, so that users only need to give instructions verbally to complete various operations, and it totally makes the operation on phones more convenient. With the maturity of the high-end flagship smartphone market, the competitiveness of smartphones has shifted to the mid-range market, especially in developing countries with a large population base, such as India and China, there is still a certain demand for mid-range mobile phones. Before the infrastructure of 5G technology is built completely, the mid-range smartphone market is the first target that major manufacturers must focus on.
This study focuses on how smartphone manufacturers face the 5G transition period to reposition their industries and adjust their competition strategies to accumulate sustainable competitive advantages. The part of the research object is APPLE, which brought the smartphone boom, and SAMSUNG, the global leader in the mobile phone market. At the same time, the two manufacturers also launched true wireless Bluetooth headphones as an innovative strategy based on changes in the industry situation. Then by analyzing the strategic positioning and competitive advantages of these two representative manufacturers in the industry, it can provide references for other smartphone manufacturers to make future strategic development.
Case Study and the Secondary Research were used to analyze the two major manufacturers, and the following are the conclusions of this research:
1. As the consumer replacement cycle continues to lengthen, and the smartphone market is gradually entering a mature stage, enterprises need to make appropriate adjustments in industrial positioning and competitive strategies, such as rapid technology-oriented strategies to become a 5G technology commercialization leader. To establish the leading position of emerging technologies in consumers' minds, or to enrich and expand software services, then to build a comprehensive ecosystem of software and hardware integration.
2. Embodying the core value of the brand and create new industry trends, such as the development of wearable devices used with smartphones-true wireless Bluetooth headphones, to extend the brand value to this emerging wearable market, and grab market share.
3. Aiming at key markets nowadays and executing different competitive strategies. For example, for the mid-level market that still has kinetic energy for growth, launching a variety of new products featuring different functions to ensure that it can meet the diverse needs of different consumers.
目次 Table of Contents
論文審定書 i
誌謝 ii
摘要 iii
Abstract v
目 錄 vii
圖 次 ix
表 次 x
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 4
第二章 文獻探討 5
第一節 策略管理 5
第二節 策略規劃程序 10
第三節 策略定位 13
第四節 競爭優勢 15
第三章 研究設計 20
第一節 研究方法 20
第二節 研究流程 23
第三節 研究架構 24
第四章 產業介紹 25
第一節 1G到5G通訊發展歷程、智慧型手機、真無線藍牙耳機 25
第二節 智慧型手機產業與真無線藍牙耳機市場趨勢 35
第五章 廠商個案分析研究 41
第一節 APPLE 41
第二節 SAMSUNG 57
第三節 APPLE和SAMSUNG兩廠的分析比較 78
第六章 結論與建議 92
第一節 研究結論 92
第二節 研究建議 93
第三節 研發限制及未來發展方向 95
參考文獻 96
參考文獻 References
中文文獻
方至民(2015),策略管理:建立企業永續競爭力。新北市:前程文化
波特(Michael E. Porter)(1999)。競爭優勢。(李明軒、邱美如合譯)。台北市:天下遠見出版。
波特(Michael E. Porter)(2017)。競爭策略:產業環境及競爭者分析。(周旭華譯)。台北:天下文化
莊尚平(1998)。資源基礎理論下持久競爭優勢之整合性架構初探。台北市:台灣科技大學工業管理研究所碩士論文
蘇拾忠(1996)。策略規劃指南。台北市:遠流
謝宜庭(2007) 。企業品牌管理與策略之初探—以「韓國三星電子集團」為例。台北市:東吳大學國際貿易所碩士論文
廖語婕(2011)。智慧型手機作業平台經營策略分析-以 Apple iOS 與 Google Android 為例。新竹市:國立交通大學管理科學碩士論文
陳萬淇(1992)。個案研究法。台北市:華泰發行
常家寶(2009)。Apple iPhone與宏達電營運模式之比較。台北市。政治大學經營管理碩士學程學位論文
潘淑滿(2003)。質性研究:理論與實務。台北:心理
蕭凱木(2014)。三星電子垂直整合模型設計與市場現況探討與分析。桃園市:國立中央大學碩士論文
申哲昊(2011)。三星品牌為何強大:三星的品牌管理策略。(黃蘭琇譯)。臺北市:天下雜誌出版
徐韶瑜(2014)。三星集團組織文化與經營績效之探討。高雄市: 國立中山大學高階經營碩士論文

英文文獻
Porter, M.E. 1980. Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York, NY: The Free Press.
Porter, M. E. 1985. Competitive Advantage: Creating and Sustaining Superior Performance. New York, NY: The Free Press.
Harrigan, K. R., 1985. Vertical Integration and Corporate Strategy. Academy of Management Journal, Vol. 28, pp. 397-425.
Porter, M. E. 1979. How Competitive Forces Shape Strategy. Harvard Business Review, March/April: 137-145.
Porter, M. E. 1996. What is Strategy? Harvard Business Review, November/December: 61-78.
Prahalad, C.K. & G. Hamel (1990) “The Core Competence of the Corporation,” Harvard Business Review, May-Jun, pp:79-91.

網站部分:
IDC http://www.idc.com
Gartner https://www.gartner.com/
Counterpoint https://www.counterpointresearch.com/
Canalys https://www.canalys.com/
Strategy Analytics https://www.strategyanalytics.com/
Stone Partners http://www.stone-ps.com/
台灣蘋果官網 https://www.apple.com/tw/
台灣三星官網 http://www.samsung.com/tw/
數位時代 http://www.bnext.com.tw
電子全文 Fulltext
本電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。
論文使用權限 Thesis access permission:校內校外完全公開 unrestricted
開放時間 Available:
校內 Campus: 已公開 available
校外 Off-campus: 已公開 available


紙本論文 Printed copies
紙本論文的公開資訊在102學年度以後相對較為完整。如果需要查詢101學年度以前的紙本論文公開資訊,請聯繫圖資處紙本論文服務櫃台。如有不便之處敬請見諒。
開放時間 available 2025-08-02

QR Code