Value Net and Synergy Chain: Strategy Analysis for Smart Phone Industry

• Main Authors: Bor-Sung Liang, 梁伯嵩
• Other Authors: Ming-Je Tang
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/42148256519790562662

碩士 === 國立臺灣大學 === 商學組 === 101 === Smartphone industry plays a significant role to push IT industry to enter the post-PC era. Smartphone industry integrates different complementary industries in order to provide higher value to consumers. When consumers buy a smartphone, they enjoy not only the value of a mobile phone, but also functionality by mobile operating system, various APP softwares, APP market services, handset subsidies by telecommunication operators, and cloud services paid advertisers. In this thesis, we discuss on this new type of industrial structure. According to its feature, we name this industrial structure "Synergy Chain". The synergy chain originated from the "complementor" in Value Net analysis: When two companies are complementors for each other, they have synergy to gain “one plus one is greater than two” effects, so we call there is "synergy link" between two companies. When there are several synergy links linked to each other, “synergy chain” will be formed to provide higher value than the capacity of each individual companies, and thus drive the technological growth and maturity of the industrial environment. The characteristics of synergy chain are discussed in this thesis. We establish preliminary expression marks for illustration first, and then discuss the structure and competition of synergy chain. Then, we use synergy chain structure to analysis smartphone industry. We describe the synergy chain structure for Apple iOS and Google Android, and their competition strategies. We further describe the smartphone competition from 2007 to 2012, and conduct yearly analysis of how industry competition through synergy chain integration. Then, we introduce the life cycle of the synergy chain, and illustrate how smartphone and PC industries compete. Finally, we give suggestions for enterprises to identify their industrial position and strategy by synergy chain analysis. Besides, we also give suggestions for future research on synergy chain analysis.