蘋果iPod跨越鴻溝的經營模式; The Business Model Of iPod’s Success In Crossing The Chasm

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题名:	蘋果iPod跨越鴻溝的經營模式;The Business Model Of iPod’s Success In Crossing The Chasm
作者:	楊劭儀;Shau-yi Yang
贡献者:	企業管理研究所
关键词:	經營模式;跨越鴻溝;完整產品;技術採用生命週期;蘋果公司;Business Model;Apple Inc.;iPod;iTunes;Whole Product;Technology Adoption Life Cycle;Crossing the Chasm;iTunes Music Store
日期:	2007-07-09
上传时间:	2009-09-22 14:34:53 (UTC+8)
出版者:	國立中央大學圖書館
摘要:	由於蘋果iPod在數位音訊播放器、線上音樂和消費性電子產業皆造成全球性的影響，使得iPod的動向廣受全世界的矚目。然而，從現有的雜誌報導與研究僅能獲得片段或根據某一角度之討論、分析。故本研究將傑佛瑞．墨爾所著「跨越鴻溝」一書中所提高科技公司行銷和推廣新技術產品之策略作法原則，根據Osterwalder and Pigneur (2004) 所提經營模式架構歸類，並發展出整合性的參考策略經營模式。並依此整合經營模式搜尋「Business Week」、「The Economist」、「Fortune」和「Forbes」全球知名商業雜誌中關於蘋果公司如何經營iPod和iTunes的相關策略作法。得出結論如下：根據「跨越鴻溝」的策略原則，蘋果在標定攻擊點，集中火力於利基市場；組建攻擊武力，推出完整產品；重新定位，從產品價值轉向著重市場價值等，皆有極佳的策略作法。除此之外，亦發現蘋果有別於市場趨勢之策略作法，包含直營店的運用、DRM和iTunes的標準競爭策略，以及iPod和iTMS的營收模式。本研究且將上述發現發展成命題以供後續實證研究的基礎或學術研究的方向。 Because Apple’s iPod has influenced the digital audio player industry, online music industry and consumer electronics industry globally, whole world pay attention on iPod’s movements. However, from the existing magazines and research reports, we can only obtain the discussion and analysis fragmentally or by some specific angles. Therefore, in this research I classify the strategy principles of how high technology company market and promote their new technology products in Geoffrey A. Moore’s “Crossing the Chasm” according to the business model framework provided by Osterwalder and Pigneur (2004). Also, I develop an integrate reference strategy business model. Based on this integrate business model, find the magazine reports mentioned the related strategies of how Apple conducted iPod and iTunes in Business Week, The Economist, Fortune and Forbes. The research conclusions are as follows: According to the strategy principles of “Crossing the Chasm”, Apple had many great strategies at target the point of attack - focus on a specific niche market; assemble an invasion force - launch the whole product; and reposition - focus from the product value to the market value. Besides, Apple had many strategies which contradict to traditional wisdoms, such as the utilization of direct retail store, the standard competition strategy of DRM and iTunes, and the revenue model of iPod and iTMS. In this research, I develop these findings into propositions so that they can become the basis of empirical studies or the direction of future research.
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