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| Title: | 智慧音箱台灣市場行銷策略之研究 -以T公司為例
A case Study on Marketing Strategy of Smart speaker in Taiwan |
| Authors: | 褚晏成
Chu, Yen-Cheng |
| Contributors: | 詹文男
褚晏成
Chu, Yen-Cheng |
| Keywords: | 智慧音箱
台灣電信產業
五力分析
資源基礎理論
行銷策略
Smart speaker
Taiwan’s telecommunication industry
Five Forces Model
Resource-Based View
Marketing strategies |
| Date: | 2019 |
| Issue Date: | 2020-02-05 17:42:20 (UTC+8) |
| Abstract: | 台灣自從開放電信自由化後，在短短二十幾年內，電信產業經歷快速發展階段，電信服務品質不斷提昇，隨著市場接近飽和，成長停滯造成產業間競爭越來越激烈。在科技日新月異的發展下，智慧音箱已是市場中成長速度最快的物聯網裝置，整合電信服務將可以帶來更多元的應用服務商機。
本研究首先進行產業分析，詳細探討電信產業的結構與競爭情況，其次，深入討論智慧音箱的產品特性與發展趨勢。最後分析個案公司在台灣智慧音箱市場上的相關資源與競爭優勢，以期就未來發展與規劃提出歸納與建議。透過相關文獻的蒐集、歸納整理與電話訪問調查之質性研究，以了解客戶對於智慧音箱的購買意願及服務需求，並分析個案公司行銷策略之方法。
本研究經由選定個案公司為研究對象，進行分析探討其行銷策略，研究結論如下：（1）智慧音箱市場快速成長，引爆人機互動介面新趨勢；（2）智慧音箱成長潛力樂觀，控制智慧家電服務受期待；（3）整合開放性AI語音平台為基礎，擴展應用服務生態系為目標。
依據本研究結果，建議個案公司應採取之策略如下：（1）結合公司集團資源共享，創造全方位電信服務體驗；（2）利用Google策略合作優勢，積極搶攻智慧家庭市場；（3）應用大數據分析，瞄準語音購物與金融服務商機；（4）創新應用服務整合，發展在地化服務。
Since the deregulation of telecommunication in Taiwan for 20 years, the industry is developed rapidly and the services quality of telecommunication is continuously improved. As the market is gradually saturated, the growth is stopped and the competition becomes more intense. Due to new technology development, the smart speaker has become the most popular IOT products in the market. If the telecommunication service can be integrated with the smart speaker, it will create even more diversified business model and long term opportunity.
In this research, the industry analysis methods are used to evaluate the structure and competition of the telecommunication industry. Additionally, the product attribute and trend of the smart speaker is defined in details. Finally, through the competitive advantage analysis for smart speaker, this research combined the case company’s existing resources to provide some recommendations for the case company regarding its future development. This qualitative research, by collecting relevant literature and having telephone survey with customers, aims to understand the customer’s purchase behaviors and service needs for the smart speaker as well as to analyze the case company’s marketing strategies.
This research examines the marketing strategies adopted by the case company. The research is concluded as follows: (1) The smart speaker growing fast and lead to the new interface between peoples and machines. (2) The market for smart speaker has growth potential and the smart home services are highly expected. (3) Use the open AI platform to integrate with innovative services and expand the ecosystems.
According to the conclusions stated above, this research provides the case company with recommendations as follows: (1) Continue to integrate corporate resources and offer inclusive telecommunication services to customers. (2) Leverage the advantage with Google smart speaker to introduce the smart home services. (3) Develop big data tools to aim for shopping and banking services from the smart speaker. (4) Integrate with innovative applications and provide localized services. |
| Reference: | 一、中文部分
1.司徒達賢（2005），策略管理新論：觀念架構與分析方法二版。台北：智勝文化。
2.余朝權（1994），產業競爭分析專論。台北：五南圖書出版公司。
3.邱志聖（2014），策略行銷分析：架構與實務應用四版，台北：智勝文化。
4.李彥廷（2011），台灣 4G 行動通訊產業行銷策略與評估分析-G公司個案研究，國立中央大學資訊管理學系碩士在職專班碩士論文，桃園縣。
5.波特（1985），競爭策略，台北：華泰書局。
6.林萬笙（2019），創新接受程度與科技接受模式之關聯性分析研究-以智慧音箱為例，國立雲林科技大學工業工程與管理系工業工程組碩士論文，雲林縣。
7.國家通訊傳播委員會（2018），107 NCC通訊傳播績效報告，台北市：國家通訊傳播委員會。
8.蕭子翔（2013），服務品質、企業形象與顧客忠誠度之研究-以中華電信行動電話服務為例，國立高雄應用科技大學資訊管理系碩士在職專班碩士論文，高雄市。
9.蘇志斌（2013），台灣電信產業發展與行銷策略研究-以T電信公司為例，國立中央大學資訊管理學系碩士在職專班碩士論文，桃園縣。
二、英文部分
1.Aaker D.A. (1989), “Managing Assets and Skill, The Key to Sustainable Competitive Advantage,” Califormia Management Review.
2.Grant R. M (1991), “The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation,” California Management Review, Vol.33.
3.Hill, W. L. and Jones, R (2001), Strategic Management Theory, 15th edition, Houghton Mifflin.
4.Kotler, P. (1991), Marketing Management: Analysis, Planning and Control, 7th edition, Englewood Cliffs, N.J.: Pearson Prentice-Hall.
5.Koter, P. (2006), Marketing management, 12th edition, Upper Saddle River, N.J.: Pearson Prentice-Hall.
6.Porter, M. E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitor, New York: The Free Press.
7.Porter, M. E. (1985), Competitive Advantage: Creating Sustaining Superior Performance, New York: The Free Press.
三、網站資源
1.canalys，https://www.canalys.com/
2.Wikipedia 維基百科全書網站，http://zh.wikipedia.org/
3.台灣大哥大，公司年報，http://corp.taiwanmobile.com/investor-relations/financial-data-3.html
4.全國博碩士論文資訊網，https://etds.ncl.edu.tw/theabs/index.jsp
5.科技產業資訊室，https://iknow.stpi.narl.org.tw/Default.aspx
6.智慧家庭實驗室 林祐祺，https://medium.com/智慧家庭實驗室
7.國家通訊傳播委員會全球資訊網，http://www.ncc.gov.tw
8.新通訊，https://www.2cm.com.tw/2cm/zh-tw/
9.數位時代，https://www.bnext.com.tw/ |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
107932080 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0107932080 |
| Data Type: | thesis |
| DOI: | 10.6814/NCCU201901311 |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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