本文選題：App + Store　； 參考：《北京郵電大學(xué)》2014年碩士論文

【摘要】：從商業(yè)生態(tài)系統(tǒng)概念和定義來看,清楚地表明了產(chǎn)業(yè)、企業(yè)或產(chǎn)品在各自所處的生態(tài)系統(tǒng)中的生態(tài)位,其競爭戰(zhàn)略須在清晰的分析了所處的生態(tài)系統(tǒng)中位置和自身的實際市場態(tài)勢基礎(chǔ)上來制定、完善和實施,如電信運(yùn)營商產(chǎn)業(yè)的生態(tài)系統(tǒng),則是由供應(yīng)主體(包含運(yùn)營商、內(nèi)容和服務(wù)提供商、終端設(shè)備和系統(tǒng)集成商)、需求主體和產(chǎn)業(yè)協(xié)調(diào)者組成；該生態(tài)系統(tǒng)中各主體所處生態(tài)位的不同,其所采取的戰(zhàn)略亦不同,但其最終的戰(zhàn)略則是共同協(xié)同進(jìn)化、完善并獲得持續(xù)性的生態(tài)系統(tǒng)競爭力,形成其所處生態(tài)系統(tǒng)各個成員的雙贏或多贏的局面。 本文對文獻(xiàn)資料及前人研究成果的回顧和分析工作中發(fā)現(xiàn),對蘋果App Store應(yīng)用商店生態(tài)系統(tǒng)競爭優(yōu)勢方面的研究存在不足。 本文采用案例分析、比較研究和SWOT方法,通過蘋果App Store和谷歌、三星應(yīng)用商店生態(tài)系統(tǒng)的成功案例,以及對諾基亞OVI生態(tài)系統(tǒng)失敗案例的剖析與論證,得出幾點結(jié)論： 1、蘋果App Store應(yīng)用商店生態(tài)系統(tǒng)存在行業(yè)普適性。 2、蘋果App Store應(yīng)用商店生態(tài)系統(tǒng)競爭不僅對ICT1企業(yè)影響深遠(yuǎn),而且這種影響力正逐漸滲透到其他行業(yè),諸如電商、地產(chǎn)、旅游等行業(yè)等。 3、企業(yè)做好應(yīng)用商店模式的核心前提是必須構(gòu)建獨立自主并以移動OS系統(tǒng)、應(yīng)用商店和智能移動終端為三角穩(wěn)定結(jié)構(gòu)的生態(tài)系統(tǒng)。 4、移動互聯(lián)網(wǎng)技術(shù)的發(fā)展和蘋果App Store競爭模式的成功,打破了市場原有的競爭格局和手段,使得過去靠單一產(chǎn)品參與市場競爭的模式成為過去,轉(zhuǎn)而以一個大型企業(yè)為核心,諸多核心產(chǎn)品為紐帶,進(jìn)而由與產(chǎn)品相關(guān)聯(lián)、跨行業(yè)的產(chǎn)業(yè)鏈組成的“應(yīng)用商店生態(tài)系統(tǒng)圈”,參與市場競爭并具有持續(xù)性競爭優(yōu)勢。
[Abstract]:In terms of the concept and definition of a business ecosystem, it clearly shows the niche of the industry, enterprise or product in their respective ecosystems, Its competitive strategy should be formulated, perfected and implemented on the basis of a clear analysis of its position in the ecosystem and its own actual market situation. For example, the ecosystem of the telecom operator industry is made up of the main supplier (including the operator). Content and service providers, terminal equipment and systems integrators, demand agents and industry coordinators; in this ecosystem, the niche of each entity is different and the strategy is different, However, its final strategy is to co-evolve, perfect and obtain sustainable ecosystem competitiveness, and form a win-win or multi-win situation for each member of its ecosystem. In this paper, the review and analysis of literature and previous research results show that the research on the ecosystem competitive advantage of Apple App Store App Store is insufficient. This paper adopts case analysis, comparative study and SWOT method, through the successful cases of Apple App Store, Google, Samsung application store ecosystem, and the analysis and demonstration of Nokia OVI ecosystem failure, several conclusions are drawn: 1, Apple App Store application store ecosystem exists industry universality. 2. Apple's App Store App Store ecosystem competition not only has a profound impact on ICT1 companies, but also is gradually infiltrating into other industries, such as e-commerce, real estate, tourism and so on. 3. The core premise of an enterprise to do well in the application store model is to construct an independent ecosystem with a triangulated stable structure of mobile OS system and application store and intelligent mobile terminal. 4. The development of mobile Internet technology and the success of Apple's App Store competition mode have broken the original competition pattern and means of the market, and made the past model of relying on a single product to participate in the market competition become a thing of the past, with a large enterprise as the core. The application store ecosystem circle, which is composed of many core products, which is connected with the products and industry chain, participates in the market competition and has the sustainable competitive advantage.
【學(xué)位授予單位】：北京郵電大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F416.63

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本文編號：1774744