政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/152019

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/152019

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政大典藏 > College of Commerce > MBA Program > Theses > Item 140.119/152019

Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/152019

Title:	伺服器產業之商業策略演變——以 H 公司為例 Evolution of Business Strategies in the Server Industry: A Case Study of H Company
Authors:	葉明叡 Yeh, Ming-Jui
Contributors:	傅浚映 Fu, Jyun-Ying 葉明叡 Yeh, Ming-Jui
Keywords:	伺服器波特五力分析資源基礎理論 VRIO 競爭策略理論持續性競爭優勢 Server Porter's Five Forces analysis Resource-Based View RBV VRIO Porter's Generic Strategies, Sustained competitive advantage
Date:	2024
Issue Date:	2024-07-01 12:25:28 (UTC+8)
Abstract:	本研究旨在探討伺服器市場的競爭環境及 H 公司在此市場中的競爭優勢。研究針對兩個主要問題進行深入分析：首先，伺服器市場的競爭態勢如何？哪些因素影響市場？本研究運用產業五力分析和資源基礎理論來檢視市場的整體的優勢、劣勢和競爭策略。最終結果顯示，因為市場由少數大型企業主導，所以伺服器市場的競爭程度呈現中等。在市場需求預期增長之下，白牌伺服器製造商因大型雲端服務供應商的大量訂單而逐漸壯大，公有雲市場的迅速發展也預示著競爭將變得更加激烈。此外，由於上游供應商在原材料短缺的市場環境下擁有較強的議價能力，以及下游客戶因擁有其他雲端服務選項而同樣具備較高的議價能力，進一步影響了整個產業的利潤空間。第二個問題探討的是 H 公司如何在快速變化且競爭激烈的環境中保有其市場地位。根據對外部市場環境的分析以及對 H 公司內部資源的評估，研究發現，H 公司擁有獨特且難以模仿的核心資源和能力，這些資源和能力包括高品質的解決方案、全面的客戶服務支持以及便捷的訂閱服務銷售模式，這些都有助於增強客戶的忠誠度與黏性，進而有效降低由下游客戶端帶來的價格競爭壓力。H 公司的差異化策略使其在市場中保持競爭優勢，提供高價值和創新性的產品與服務，確保其在伺服器市場中的領導地位。總結來說，H 公司在伺服器市場中的成功不僅依賴於其優越的資源和能力，還依靠其靈活應對市場變化的能力。未來，H 公司應持續關注市場動態和競爭對手的策略變化，及時調整自身策略，以保持其市場優勢。此外，H 公司還應加強在新興技術領域的投資，以進一步提升其技術領先地位，確保在伺服器市場中的長期競爭力。 This study aims to explore the competitive environment of the server market and the competitive advantages of Company H within this market. The study addresses two primary questions: Firstly, what is the competitive landscape of the server market, and what factors influence it? Utilizing Porter’s Five Forces Analysis and Resource-Based View (RBV), the study examines the market's strengths, weaknesses, and competitive strategies. The results indicate that the server market's competition is moderate, dominated by a few large companies. Despite the anticipated growth in market demand, the expansion of ODM direct server manufacturers and the rapid development of the public cloud market intensify competition. Additionally, upstream suppliers have strong bargaining power due to raw material shortages, and downstream customers also possess significant bargaining power due to alternative cloud service options, further affecting industry profit margins. Secondly, how does Company H maintain its market position in a rapidly changing and highly competitive environment? The study finds that Company H possesses unique and difficult-to-imitate core resources and capabilities. These include high-quality solutions, comprehensive customer support, and convenient subscription service models, which enhance customer loyalty and reduce price competition pressure. Company H’s differentiation strategy enables it to maintain a competitive edge in the market by offering high-value and innovative products and services, ensuring its leadership in the server market. In summary, Company H's success in the server market relies not only on its superior resources and capabilities but also on its ability to respond flexibly to market changes. Moving forward, Company H should continuously monitor market dynamics and competitors' strategic shifts, adjusting its strategies promptly to maintain its market advantage. Additionally, Company H should strengthen its investment in emerging technologies to further enhance its technological leadership and ensure long-term competitiveness in the server market.
Reference:	中文文獻吳思華（2000）。《策略九說：策略思考的本質》。台北：麥田英文文獻 Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. Barney, J. (1995). Looking inside for competitive advantage. Academy of Management Perspectives, 9(4), 49-61. Grant, R. M. (1991). The resource-based theory of competitive advantage: implications for strategy formulation. California Management Review, 33(3), 114-135. Harrigan, K. R. (1980). Strategy formulation in declining industries. Academy of Management Review, 5(4), 599-604. Hesterly, W., & Barney, J. (2014). Strategic management and competitive advantage: Pearson/Education. Hamel, G., & Prahalad, C. K. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91 Rothaermel, F. T. (2019). Strategic management: McGraw-Hill. Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171-180. 網路資料戴爾科技官方網站 https://www.dell.com/zh-tw 浪潮官方網站 https://www.inspur.com 【關鍵報告】雲端服務商機！白話文解構「伺服器產業」https://blog.fugle.tw/server-report-2022/ Microsoft Build https://learn.microsoft.com/EN-US/training/paths/microsoft-azure-fundamentals-describe-cloud-concepts/ 工業技術與資訊月刊 https://www.itri.org.tw/ListStyle.aspx?DisplayStyle=18_content&SiteID=1&MmmID=10364 52026061075714&MGID=621024022641066442 企業伺服器市場預測 https://www.researchnester.com/tw/reports/enterprise-server-market/2709#market-trends 優分析：【AI 伺服器】緯創(3231)：2024 年資本支出 150 億台幣高於市場預期https://uanalyze.com.tw/articles/490694543 2024 Cloud Market Share Analysis: Decoding Industry Leaders and Trends https://www.hava.io/blog/2024-cloud-market-share-analysis-decoding-industry-leaders-and-trends 波特新競爭五力 https://www.hbrtaiwan.com/article/10616/the-five-competitive-forces-that-shape-strategy
Description:	碩士國立政治大學企業管理研究所(MBA學位學程) 111363068
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0111363068
Data Type:	thesis
Appears in Collections:	[MBA Program] Theses

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