互換ビジネスと構造進化

松井, 美樹

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Corporate strategy is one of the most essential factors affecting structure of an industry. In this paper we analyze how corporate strategies of dominant design maker (DDM) and plug compatible manufacturers (PCMs) change industry structure dynamically through the impacts on market rivalry and technical progress by examining the recent personal computer industry in the United States since the debut of IBM PC.　Appearance of PCMs is not only a result and a proof of establishment of dominant design but promotes standardization of it. Incrementally, the U. S. personal computer industry became mature in demand and specific in technology from somewhat long-run perspective.　Nowadays it seems that the industry consists of the following three strategic groups : (1) DDM, that is IBM, (2) PCMs with price /'cost advantage, and (3) PCMs with performance advantage. Non-PCMs are merely marginal.　Entry of PCMs, among other things NICs cloners with tremendous low price, forced DDM or IBM to cut its price to increase consumer surplus and reduced market share of IBM gradually. Coexeistence of two types of PCMs and intense rivalry prompted the introduction of 32-bit personal computers by both PCMs with performance advantage and DDM or standard setter. But for PCMs, 32-bit personal computers could not have appeared so quickly.

互換ビジネスと構造進化

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互換ビジネスと構造進化

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