A Case Study of Ecosystem Management Strategy of Line

• Main Authors: JAO, PEI-CHIEN, 饒珮阡
• Other Authors: CHEN, ZHI-YUAN
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/uumw5k

碩士 === 國立雲林科技大學 === 企業管理系 === 107 === The theoretical basis of this study includes the definition and evolution stages of the business ecosystem proposed by Moore (1993, 1996) and the roles of members in the business ecosystem advocated by Iansiti and Levien (2004a, 2004b), such as the keystones, classic dominators, value dominators, and niche players. In addition, through the relevant literature, newspapers, magazines and online sources, this study also summarizes the ecosystem and the related business models of the instant messaging software "LINE" to study the ecological development process of its products and its ecosystem management strategies. The results obtained by this study through observations are set out as follows: I. The development of LINE is from the inside out. By developing products in different fields, LINE has gradually built a complete business ecosystem, rather than immediately develops products in cooperation with different industries. II. LINE's corporate ecosystem development stems from products within the company. The key players include LINE's core products (instant messaging software), and niche players include other products (such as: video streaming, photo-retouching software, games, etc.). But the role of traditional dominators and value dominators does not exist in Line. III. LINE has built a network platform with instant messaging as its main axis. Initially, LINE needs to maintain the balance of the online platform and assist the niche players (LINE’s other products) in solving problems. As the ecosystem grows, LINE needs to maintain the stable development of various fields within the platform, so that the ecosystem will not become feeble and die out.