Cross Boundary Disruptor: Platform strategy with competitive advantage in Taiwan industry

• Main Authors: Chang, Jung-tzu, 張容慈
• Other Authors: Tang,Ying-Chan
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/48023283638294496788

碩士 === 國立交通大學 === 管理學院經營管理學程 === 103 === The explosive development of smart phone in recent years has changed business models of every industry. And further to examine these companies, most of the researches show that more and more successful companies have a significant and fast growth through platform business model that they build up a platform to connect multiple groups. With RPV model by Christensen and coring and tipping strategy of “How Companies Become Platform Leaders” written by Gawer &; Cusumano , this research used qualitative approach to analyze the development strategy and configuration of three companies in Taiwan. Data derived from public company information, newspaper, magazines and database. Through a serious of analysis get following propositions and redefine the platform strategy to be more dynamic: (1) Globalization and regional difference has resulted in variety of multi-side platform’s businesses ecosystem, and multilateral platform business model may not have “Winner-takes-all’ advantage. (2) Therefore , constantly adjusting the business model and finding the niche advantage will help to get more profit opportunities in the whole platform ecosystem. (3) Intangible asset has moderate effects on the the ambidextrous innovation to the platform performance (4) Using the core competence to build platform, cross boundary disrupted platform can promote industry innovation and enhance the value of industry.