碩士 / 國立清華大學 / 科技管理研究所 / 100 / Abstract
Because of advances in semiconductor technology, image sensor replaced film and accomplished digital SLR cameras. In the past, digital SLR cameras emphasized the specialization, such as a larger sensor, a faster image processor, a faster focusing system, more lens, the material of camera surface and handle design. However, the result of competition is that Canon and Nikon kept leading position in the competitive digital camera industry. This also made other competitors struggle to catch up Canon and Nikon and figure out how to beat the competitors. Olympus and Panasonic chose a different competitive strategy to develop the new digital SLR camera of Micro 4/3 system, instead of focusing on developing a higher standard of digital SLR cameras. Finally, they created a new market for themselves.
In the case of the Olympus and Panasonic Micro 4/3 system, we used the case study method with the analysis tools provided by Kim and Mauborgne (2005) in the "Blue Ocean Strategy " to analyze the digital SLR camera market competition type and reconstruct market boundaries by six paths framework. Then, we created a new corporate value curve by four actions framework- eliminate, reduce, enhance and create. In the end, from the Micro 4/3 system development process, we verified the importance of value innovation is the key to develop new markets. We also found that companies can develop a new blue ocean market by strategic alliances. These conclusions provided the enterprise a different direction of thinking to formulate a business strategy in the future.
| Identifer | oai:union.ndltd.org:TW/100NTHU5230009 |
| Date | January 2012 |
| Creators | Huang, Chung-Yuan, 黃川原 |
| Contributors | Lee, Chuan-Kai, 李傳楷 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 73 |
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