隨著雲端運算的崛起，造成全球不少廠商爭先恐後的想在雲端的商機中分一杯羹，然而在過去十年雲端運算產業的發展中，盤踞業界最前段的企業其市場地位難以被動搖，當我們好奇的檢視其中的兩家主要廠商AWS與微軟Azure時，發現一方專精存儲服務，另一方則專精運算服務，又雲端皆非其本業，在產業特性全然不同的產業中先後崛起的兩家企業，他們各懷相異的資源背景，在不對稱的競爭條件下卻仍不斷擦出火花。本研究試圖透過有系統的分析方法，釐清此產業的關鍵成功因素與前景，並進一步分析廠商未來的競爭策略。
為達到上述的研究目的，本研究採取偏向質性的產業分析方法進行，透過產業價值鏈和五力分析模型分析產業結構，並進一步歸納產業關鍵成功因素，再進行AWS和Azure的個別策略分析，並勾勒出產業前景，最後，再藉由動態競爭策略的架構分析兩者的競爭動態，並據以提出下一階段的策略建議。
本研究歸納出的產業關鍵成功因素包含顧客的累積和經驗、是否具備規模經濟、能否推出即時的創新。我們發現AWS和Azure皆已具備這些優勢，且在各自的策略藍圖上讓這些有利因素持續發酵。然而，隨著產業前景的改變，為了回應消費者訴求，系統相容的整合性平台發展將打破過去自成一格的孤島效應，促使廠商們策略合作佈局的發生。儘管需要某種程度上的合作，本研究認為雙方仍會持續競爭，我們建議AWS除了進行快步調的策略結盟、爭取企業級客戶外，在個人消費者的業務拓展也須琢磨，對Azure的建議則是維持價格優勢之餘，拓展更多元的創新購買方案、利用開發者社群優勢以強勢爭取企業級客戶、以及緊追AWS合作夥伴外的復仇者策略。

With the rise of cloud computing, many global players are rushing to enter the cloud market due to the lucrative business opportunities. However, in the development of the cloud computing industry during the past decade, the market position of the most advanced enterprises in the industry can hardly be challenged. When we curiously examined two of the major companies, Amazon AWS and Microsoft Azure, we found that the former one specialized in storage while the latter specialized in computing. Both of them are not originally from cloud business. They have entered into the cloud computing industry with completely different industrial characteristics under different resource bases, therefore keeping the spark of competition less severe. This study attempts to clarify the key success factors and prospects of the industry through systematic analyses, and further analyze their furture competitive strategies.
To achieve the research purposes mentioned above, this study had adopted a qualitative-based industry analysis. Through the industry value chain and five-force model, we were able to recognize the key successful factors of the cloud computing industry. Then we further conducted an in-depth case analysis on AWS and Azure to outline the prospects of the overall industry. Finally, by analyzing the competitive dynamics of the two players under the structure of dynamic competitive strategy model, this study could eventually suggest strategic recommendations for the two case companies.
Based on our industry analysis, we identified three key successful factors of the cloud computing industry; they are customer base and experience, economies of scale, and the ability to maintain the fast pace of innovation of the platform. We have found that both AWS and Azure maintain respective advantages and continue to ferment these factors on their respective strategic blueprints. However, with the change of industry lanscape, both keen to develop a system-compatible integrated platform. The integrated platform was expected to break the isolation effect in the past, and promote the strategic cooperation layout for all cloud vendors. However, despite the need for some degree of cooperation, we expect that these two major players would still continue to compete against each other. We suggest that AWS not only carries out quick-paced strategic alliances, and strive for enterprise-level customers, but also considers to expand business of individual consumers. As for Microsoft Azure, it shall leverage price advantage, expand more innovative service portfolios, take advantage of the developer community to compete for enterprise customers, and create strategic alliances with AWS and anti-AWS partners. Implications of our research results and future research opportunities are also suggested.

目錄
口試委員審定書 I
誌謝 II
中文摘要 III
Abstract IV
圖目錄 VI
表目錄 VIII

第一章 緒論 1
第一節 研究背景暨動機 1
第二節 研究問題與目的 2
第三節 研究方法 3
第四節 研究章節架構 5
第二章 文獻回顧 6
第一節 產業結構分析 6
第二節 動態競爭策略分析 14
第三節 平台策略 18
第三章 雲端運算產業分析 21
第一節 雲端運算產業的背景與技術 21
第二節 產業價值鏈分析 25
第三節 競爭動態與關鍵因素 45
第四章 雲端運算產業主要廠商策略分析58
第一節 Amazon AWS個案分析 58
第二節 Microsoft Azure個案分析 74
第三節 產業前景與競爭動態 84
第四節 策略意涵 96
第五章 結論與建議 99
第一節 研究結論 99
第二節 研究建議 100
參考文獻 104

王鵬（2009），初版，走進雲端運算，台北，佳魁資訊。
邵喻美（2007），「虛擬私有網路（VPN）服務介紹」，國立台灣大學計算機及資訊網路中心電子報，6月25日，第0001期。
陳彥丞（2019），「從最賺部門調去虧損團隊！堅持一個心態，讓他做出2000億商機」，經理人，4月19日。
ITRead01.COM（2018），大資料學習筆記之分散式並行處理，台北：ITRead。
Lynn. 2017.「雲端運算是什麼？Amazon, Google, Microsoft等大廠爭相佈局，會如何改變人類生活？」，Inside，6月27日
Amit, R., & Zott, C. 2001. Value creation in e‐business. Strategic Management Journal, 22(6‐7): 493-520.
Arthur, B. W. 1994. Increasing returns and path dependence in the economy. Michigan, MI: The University of Michigan Press.
Canalys. 2018. Cloud market share Q4 2018 and full year 2018. Oregon: Canalys Inc.
Chen, M. J., & MacMillan, I. C. 1992, Nonresponse and delayed response to competitive moves: the role of competitor dependence and action irreversibility. Academy of Management Journal, 35: 539-570.
Chen, M. J. & Miller, D. 1994, Competitive attack, retaliation and performance: an expectancy-valence framework. Strategic Management Journal, 15(2): 85-102.
Chen, M. J. & Hambrick, D. C. 1995, Speed, stealth, and selective attack: how small firms differ from large firms in competitive behavior. Academy of Management Journal, 38(2): 453-482.
Chen, M. J. 1996, Competitor analysis and interfirm rivalry: toward a theoretical integration. Academy of Management Review, 21(1): 100-134.
Conner, K. 1995. Obtaining strategic advantage from being imitated: When can encouraging “Clones” pay? Management Science, 41(2): 209-255.
Economides, N. 1996. The economics of networks. International Journal of Industrial Organization, 14(6): 673-699.
Emerson Network Power. 2016. Economies of scale impact data center costs. Missouri: Emerson Electric Co.
Farrell, J., & Saloner, G. 1985. Standardization, compatibility, and innovation. The RAND Journal of Economics, 16(1): 70-83.
Gawer, A., & Cusumano, M. A. (2002). Platform leadership: How Intel, Microsoft, and Cisco drive industry innovation (Vol. 5, pp. 29-30). Boston, MA: Harvard Business School Press.
Grindley, P. (1995). Standards, strategy, and policy. Oxford, UK: Oxford University Press.
Holm, D. B., Eriksson, K., & Johanson, J. 1999. Creating value through mutual commitment to business network relationships. Strategic Management Journal, 20(5): 467-486.
Heather, B. 2017. Cloud market analysis. Note. Goldman Sachs Global Investment Research
Judy, C. 2018. The 5 types of buyers you meet in cloud selling. Industry Insights.
Katz, M. L., & Shapiro, C. 1985. Network Externalities, Competition, and Compatibility. American Economic Review, 75(3): 424-440.
Markets and Markets. 2019. Cloud Computing Markets. Northbrook: Markets and Markets Inc.
Mark, B., & Michael, H. 2017. The changing faces of the cloud. Bain & Company
Open Insight. 2011. Running Your Business In the Cloud. USA: Open Inside.
Porter, M. E. 1980, Competitive strategy: Techniques for analyzing industries and competitors. New York, NY: The Free Press
Porter, M. E. 1985, Competitive advantage: Creating and sustaining superior performance. New York, NY: The Free Press
Right Scale. 2018. State of the cloud report. California: RightScale, Inc.
Sanderson, S., & Uzumeri, M. (1996). Innovation Imperitive. Irwin Profes-sional Publishing, Burr Ridge, IL.
Shapiro, C., Carl, S., & Varian, H. R. 1998. Information rules: a strategic guide to the network economy. Boston, MA: Harvard Business Press.
Shim, S., & Lee, B. 2012. Sustainable competitive advantage of a system goods innovator in a market with network effects and entry threats. Decision Support System, 52(2): 308-317.
Tiwana, A., Konsynski, B. R., & Bush, A. A. 2010, Research commentary – platform evolution: co-evolution of platform architecture, governance and environmental dynamics. Information Systems Research, 21(4): 657-687.
Wimmer, R. D., & Dominick, J. R. (1994). Content analysis. R. Wimmer & J. Domminick, Mass Media Research, 163-186.
Zhang, S., Yan, H., & Chen, X. 2012. Research on key technologies of cloud computing. Physics Procedia, 33: 1791-1797.