| Summary: | 碩士 === 元智大學 === 資訊傳播學系 === 99 === The global music industry is entering a new transition period. This has been brought about by the emergence of digital format of audio file - MP3. In the last 10 years, customers of music markets adopted digital way to explore, acquire, enjoy music content as internet and new type of music player reaching maturity. In response, the industry is shifting its strategic focus away from selling physical CDs, towards exploring new opportunities through the utilization of new technology in communication and content.
The mass degradation in physical CDs makes traditional record companies don’t know how to maintain their flourishing business. The ambiguity between physical market and virtual world leads their strategies to uncertainty. Under this situation, firms all want to have a clear scope of actions while the whole ecosystem of music industry is starting to form as a new one. We focus on finding out the strategic models of music corporations in Taiwan.
This paper is aimed at designing a developing model on companies in music industry from a strategic perspective. Through this strategic model, company can have steps to follow to generate a strategic option which can be operated and used to setup tactic plans. The study adopts a conceptual framework of disruptive innovation which was developed by Clayton M. Christensen, Scott D. Anthony & Erik A. Roth (2005) – to analyze how a competitor can react in the transformation of music industry and creates value to enhance competitiveness.
Our conclusions and propositions are stated as follows: 1) the music industry in Taiwan will have a brand new supply chain derived from digital revolution; 2) there is some clear strategy for different types of music company transforming to survive in the digital era; 3) innovation would be a “must” to music company seeking possibilities in the future world; 4) disruptive concept will lead to opportunity of success for the new competitors in music industry.
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