經濟學上有所謂先進者優勢 (First-mover Advantage) 的這個概念，認為一個產業的先驅公司，相較於後進的競爭對手，應該存在著許多優勢，例如: 可在對手未出現前先搶下大塊地盤，對市場定價的擁有主動權，以及在產業標準制定過程上的影響力及品牌知名度等等。 但是當先進者能處於原有市場之市場榮耀之際，很可能因為沉溺於舊有的成功，而對產業的新技術視而不見，或是低估新產業的崛起速度導致喪失先進者先機而兵敗如山倒。 處於典範轉移時代，產業的變遷速度已非舊有經驗可以預測，以往企業營收創新高都是大肆慶祝，但最近看市場領先者，如國內的宏碁電腦或是國外的諾基亞，均是在營收創新高時被調降企業評等，發出警訊。如近期宏碁電腦在PC市場已邁向全球第一名挑戰惠普HP之際，卻發生毛利下降，並警覺在智慧型手機市場已落後宏達電一大截，且現有產品線也難有競爭優勢而陣前換將。再看諾基亞，2007年營收或穫利都創新高，但到2011年市值僅Apple的7%，連續十四年的手機市佔率第一名也被三星超前;由於大部份都是低階手機，手機獲利狀況也僅Apple的三分之一。反之，後進廠商由於尚未形成經濟規模或商業模式，透過模仿式創新或破壞式創新，反而更容易動態調整策略去因應變動的環境或發現尚未被滿足的市場。在典範轉移時代，成功不是沿用舊有成功方式，而是需要想像力來找到創新的機會。而一個新進的軟體廠商，該掌握哪些競爭優勢，才能迅速搶佔市佔率? 本研究以導航產業為例，來看導航應用軟體的發展趨勢並比較先後進者優劣勢。導航產業由2003年神達電腦推出第一台結合GPS導航晶片的PDA Mio 168以來，迅速在市場上熱銷，並帶來台灣市場導航產業的一片榮景。但由於市場飽和，及受到車機與智慧型手機的雙面夾擊，使得原本的明星產業迅速在市場萎縮，2010整體台灣市場的數量一年已不到20萬台，較之2005年已萎縮了四分之一，且平均售價下降至USD 100，毛利率從40% 掉到8%。為了突破便攜式導航機PND(Portable Navigation Device)市場衰退的重圍，研勤科技在2008年創新推出第一套在iPhone上導航的導航軟體，後進者勤崴國際科技的「導航王」手導航軟體緊接著在2009年推出，在短短一年間，賣出一百萬套軟體，此數量是傳統導航機硬體三年的市場總和，軟體銷售量為先進者研勤科技的兩倍。在推出落後於現有廠商之下，後進者是透過哪些策略取得70%導航軟體市佔率? 本研究研究問題如下: 1. 後進者的軟體廠商其策略及競爭優勢為何? 2. 配合進入時機，後進者軟體廠商該採何種競爭策略? 3. 市場變動快速時，是否後進者更有優勢? 4. 本個案研究的策略優勢，是否可提供給硬體廠商參考，增加產品區隔性? 本研究將以導航產業為例，透過幾家導航產業公司領導者訪談及次級資料蒐集等進行研究，並藉由研究結果給現有軟硬體產商提出未來競爭優勢之建議。 本研究建議: 本研究透過各學者所提之先後進優勢比較，並利用Hamel(2000) 的新事業發展模式四大要素，來比較兩個個案在先後進優勢與事業經營策略，並以此兩個個案來看後進者具有那些競爭優勢。 本研究發現結論如下: 1. 在先後進優勢與事業經營策略之比較下，以此兩個個案看來，後進者修正了先進者所犯之錯誤，並有學習及鎖定策略的目標，較先進者有優勢。 2. 在進入時機上，在市場快速變動時，由於先進者尚未建立產業標準，故很容易被後進者取代，而在動態賽局環境下，能隨機應變的後進者更有優勢。 3. 除了先後進優勢，事業經營的策略也主宰了公司的走向及成功與否的主要關鍵因素，先進者縱有品牌網絡優勢，但策略錯誤，也反而被網絡優勢所害，在網路時代被大量散播產品或公司形象劣勢，造成負向循環。 4. 先進者研勤公司也因急於在2009上市，推出過多產品線，反而造成本身資源不匹配，無法支援產品更新，無考慮到公司資源，並作最適分配。 5. 其他先進領導導航機品牌，更是陷入管理惰性，過度依賴過去成功經驗，面對替代性產品出現卻無法跨足軟體市場，喪失新市場機會。 Keyword: 後進者優勢，先進者優勢，應用軟體，事業經營策略

當身處一個競爭激烈的行業，企業想要保持發展，就必須與時俱進，積極創新。但企業應該從哪裡找到創新的機會？除了技術和產品之創新，越來越多企業開始關注商業模式的創新。過去，對商業模式創新的討論大部分集中在企業的內部系統活動改造，或是期待從開放創新中尋找機會。本研究嘗試把商業模式理解為一種敵我對應關係，從主流企業與後進者的攻防戰中理解創新的調適過程。通過分析「非主流」的後進者如何回應主流設計，並由主流企業之迷思理解後進者如何找出商業模式創新的可能。本研究發現，商業模式創新的本質是動態的，而其過程是調適的。後進者可以由主流企業建構商業模式之迷思中，找到自身商業模式創新的諸多樣貌與調適的巧思。 / In an industry that faces intensified competitions, firms need innovate constantly and timely so as to maintain steady growth. But where could firms identify opportunities for innovation? In addition to the innovation of technologies and products, more and more firms pay attention to business model innovation. Previously, our understanding of business model innovation is limited to firms’ business activity systems, or to seek opportunities from open innovation. This thesis attempts to consider the business model as a kind of responsive process between rivals; and to analyze the adaptation of business model within the defensive process between the mainstream firms and the second mover. By analyzing how the non-mainstream player may respond to the evolving dominant design, it is posisble to recognize the myths of the development of mainstream business models. This research suggests that business model innovations are dynamic in their nature and adaptive in their developmental process. The second mover could identify various patterns of new business models and conceive creative adaptation from the mainstream firms’ myths in building their own business models.

本研究的個案是系統單晶片企業，系統單晶片是電子系統的核心，因此該企業對於下游電子產品的發展扮演著舉足輕重的角色，是積體電路產業價值鍊最高價值的一環。本研究的主要目的是藉著一個極為成功的系統單晶片設計公司的成長軌跡與其相關的產業歷史，透過還原當時的時空環境了解並分析其經營策略的本質，以建立適合系統單晶片設計公司之經營策略本質的分析架構，同時實證其分析的結果，藉以尋求其研究問題「後進者的成功經營策為何?」的解答，並從個案企業的歷史中找出常被忽略的寶貴的經營智慧，而另一目的是能夠藉著收集具有時間標記的經營事件，提供豐富的研究素材給有興趣系統單晶片設計產業做更進一步或其他主題的研究。 一開始的動機是為了解答「後進者的成功經營策為何?」這個問題，但研究之後發現這是一個很有可能沒有通用解的問題，因此本研究轉從「策略本質的思考」出發，試著從個案公司的各個不同系統單晶片產品及其下游相關的產業的事件中，進行分析、推理、歸納與實證所關心的議題，其中個案分析主要包括四個產業：（一）光碟機產業；（二）DVD播放機產業；（三）數位電視機產業；（四）手機產業。其中每一個產業的故事都以某一個案的企業發展為中心，以時間的先後呈現，描述當時的產業環境、企業狀態、決策的因果關係，以及如何執行與執行結果。為了解答「後進者的成功經營策為何?」這個的大問題，同時從個案的分析與理論推論研究，從不同方向的思考並嚴謹的歸納與分析提出以下的研究發現：（一）從行銷理論分析策略本質；（二）以利潤方程式分析策略本質；（三）SOC晶片訂價策略；（四）從動態能耐的架構分析策略本質；（五）後進者的經營策略；（六）成長與新產品選擇的策略；(七)經營智慧的闡述。希望能提供企業經營者策略思考的架構，而建構出適合自己的經營策略。 本研究藉著邱志聖「行銷理論」中產品的「外顯」與「內隱」之價值分析方法，發展出「（一）從行銷理論分析策略本質」之研究發現中一系列的理論，並以此為基礎，輔助論證其他的研究發現，再根據「利潤彈性」的定義，提出可以以嚴謹的數學証明的一系列有關訂價的創新的理論，以此為基礎進而提出「（三）SOC晶片訂價策略」，再藉著「（四）從動態能耐的架構分析策略本質」的個案研究，發現組織的能耐與低成本優勢有的強烈的相關性，整合以上相關的研究發現，進而提出「（五）後進者的經營策略」，以創新「先進者支援的兩難」理論為切入點，並根據以上研究的結論，提出「後進者的成功經營策為何?」的參考解答。當企業成功之後，必然會面臨成長的困境，因此本研究從個案的深入分析，提出所應採取的「（六）成長與新產品選擇的策略」，以及最後提醒經營者一些知易行難的「(七)經營智慧的闡述」。 根據TEEC的「動態能耐」的理論，企業的策略深受「路徑相依性」的影響，且當不同企業的內部狀態或外部環境不同時其所需的策略也不一樣，因此後進者僅採用模仿的策略是不易成功，所以企業必需要思索適合自身的策略，並透過策略本質的分析，檢驗其策略是否有效，然而任何策略分析的方法都有其盲點，因 此分析或擬定策略時要依據競爭對手與產業特性選數種適合分析的架構進行分析，才能夠互相印證與互補，並思考其矛盾之處以避免致命的盲點，因此本論文提出專為系統單晶片設計企業策略本質的思考之架構以檢驗其策略有效性。 / The System on Chip (SOC) is the core of the electric system of an electric end product. Therefore, the firms that design and produce the SOC play the critical role in the development of the end product and contribute the most valuable part in the IC industry chain. The purposes of this paper are to develope the strategies and wisdoms of management as well as the frame structure for analyzing the essence of management strategies for the late comer. In the case study, there are the companies have been very successful in the world. In the cases, there are a lot of time-marked traces of the growth of the successful firm and its related industry history so that we can clarify what and why the strategies were executed at that time by analyzing the sequences of the management decisions and their consequences. Additionally, I hope the case stories can be utilized for the further research or another related research. Initially in this research we focused only on the topic of the question“What are the effective management strategies for the late comer”. However, after further studies we found that the general answers for the big question might not exit; therefore, we adjusted the research direction and converted to focus on the topic of the essence of the analysis of the management strategies. In the studied case, there are four different kinds of SOC products including optic storage chip, DVD player chip, digital TV chip and handset chip and their related industries. In the story of each product case, the main stream of the story keeps close track of the situation of the management decisions making, the status of the execution by the studied firms and their consequences in timing sequence so that the evolution of the environment of the firms and the industries can be shown clearly. To study for the answer of the big question “What are the effective management strategies for the late comer”, firstly we analyze the cases and simultaneously study the related theories. Secondly we transform the big question into the following seven research subtopics: (1) Analyzing the essence of the management strategies based on the marketing promotion theory, (2) Analyzing the essence of the management strategies by the net profit, (3) Pricing strategies for the SOC products, (4) Analyzing the essence of the management strategies by the perspective of the“Dynamic capabilities”, (5) Management strategies for the late comer, (6) Strategies for the growth and new products selection, and (7) Wisdom of management. Finally, we hope this thesis can provide managers with the frame structure for both thinking and analyzing the strategies so that managers can develop the best strategies for themselves. There are some kinds of logical relation among the theories developed in the above subtopics. The foundation of theories of“Analyzing the essence of the management strategies”is the value proposition that bases on the analysis of the explicit value and implicit value in the marketing promotion theory. Theories of“Analyzing the essence of the management strategies”are one of the most fundamental pillars that support the other theories in this thesis. According to the definition of elasticity of net profit in this thesis, we can deduce some innovative and valuable theories by the rigid mathematical reasoning. Furthermore, we can develop the innovative theories “(3) Pricing strategies for the SOC product”. In addition to developing the above theories, we apply the theory of “Dynamic capabilities” to analyze the strategies in the case stories to find the effective cost advantage is supported by the capabilities of organization with effectiveness and efficiency. We integrate the above theories to propose “(5) Management strategies for the late comer”. A firm will eventually confront the saturation of the growth after its successful startup. To solve this issue, we base on the deep investigation of the cases and some theories developed in this thesis, we propose “(6) Strategies for growth as well as new products selection”. Finally from the case stories, we abstract some both valuable and critical wisdoms that are easy understood but they are hard to be practiced due to the human natural weakness. According to “Dynamic Capabilities and Strategic Management” by TEECE, the strategies for a firm strongly depend on the path that the firm has experienced, thus the imitative strategies from its rival is usually not effective just because their paths they passed are different, not to mention that neither their environments nor the conditions of the firms are totally different. Therefore, a firm works out any strategies and then its managers have to carefully check the effectiveness of the strategies by analyzing their essence of the strategies and then modify them before they are executed. However, any framework for analyzing strategy has its blindspots. To avoid the strategic blindspots, we have to use several different and suitable frameworks to analyze the strategies, and then check if there are any conflicts among the results from different frameworks analyzing, we have to deliberate to find why and how to solve the conflicts. Therefore, we develop a new frame work that appropriately analyzes the strategies of both the SOC firm-level and their products with a totally different perspective