The Study of Strategy Map Medium and Small Scaled Game Company in Taiwan

• Main Authors: Liu Meng-Ming, 劉孟明
• Other Authors: Liang, Chaucer Chaoyun
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/03084429142578859371

碩士 === 元智大學 === 資訊傳播學系 === 93 === Abstract This article, "The Strategy Map of Medium and Small Scaled Game Companies in Taiwan," is written based upon the balance scorecard and strategy map which is studied and promoted by two professors, Kaptan and Norton. What these professors are interested in studying is that managers who are currently employed in companies with capital less than 150 millions, and with less than 150 employees, and yet, have not published on market. And how these managers percieve about recent game industry indulging in online games, single player game market shrinking rapidly, pirated CDs occupying all over the place can certainly find a common point in regards of four perspective on balance scorecard as such, finance, customers, internal and employee's learning and growth. And using this common point with the strategy map from Kaplan and Norton to customize a guide of strategy map and checking list for middle and small sized game companies can be further enhanced by their company vision, position, development and market competition strategy of their own. From the evaluation and analysis of previous studies and current interview, it is found in thesis that the strategy map of medium and small scale game companies in Taiwan. What obstacles these medium and small scaled game companies in Taiwan face is the rise of the on-line game. Due to the fact that the development of on-line games requires big amount of money in the investment, these game companies must be capitalized to form the economical scale. Also, because of the market of single player game shrinks rapidly and the channels vanishes, small- and medium-sized game companies with insufficient capital have to think deeply about using some strategies to adjust their internal factors and look for new niche market. Thus, these companies can gradually move out of the hazard. According to this study, the strategy map is an effective tool to customize the strategy to solve obstacles they are facing. (1) From the perspective of ‘Finance’: What does shareholder expect? What is the value we create for the shareholder? Everybody in the company has to think carefully how to use existing know-how to produce a valuable product for the niche market and make benefits. (2) From the perspective of ‘Customer’: At what stage in the process are we supposed to do well enough that we are able to provide the value to the customers and achieve our target of revenue? Customers bring us the profits, thus we have to understand the target market inside out and the demand of customers. Then, we develop the right products for them and make them feel satisfied with our products. As such, our target of revenue can be achieved. (3) From the perspective of ‘Internal Process Flow’: What do we have to do internally to provide values to the customers? We have to look for the best strategy partners in the target market and we have to be sharp to the trend, create the trend and reduce the risk. Also, we have to pay a great attention to project management and balance out the cost and quality to develop the best products with the lowest cost. (4) From the perspective of ‘employee’s learning and growth’: What are the people and the environment do we have to have to achieve our target? What game industry is lacking at this moment is the creative developer. We have to provide professional training to these people and pay attention to the values these people can provide. At same time, we also have to educate these people about the company strategy and create the value of the company. Key words: digital game, online game, competition, operation strategy, strategy management, balance scorecard, strategy map