臺大管理論叢 NTU Management Review VOL.29 NO.1

61 NTU Management Review Vol. 29 No. 1 Apr. 2019 Product Name Document Camera (Doccam) Video Conferencing Device (VC) PC-TV Tuner (Tuner) * Network Video Recorder (NVR) Competitive Landscape ( 2010-2015) More than 5 worldwide brands compete for platform-type document camera market in university auditoriums. Only 3 to 4 less famous brands compete for portable-type market in K-12 classrooms. AV-Firm is the biggest player in portable-type market with 40% market share in North American market. More than 5 big players compete for large company market. 2 major players have 80% VC market share but only 4% of meeting rooms have VC installed. AV-Firm focuses on SMB market which cannot afford higher price and is ignored by major players. More than 10 brands compete for retail markets. Only three compete for preinstalled market. AV-Firm is ranked as #1 in preinstalled market and #2 in retail market, with 35% market share worldwide. More than 10 big players compete in the market for solution-based system products. More than 20 compete in the low-cost NVR market. AV-Firm focuses on special customization to meet system integrators ’ project needs. Industry Education Tele- communications PCs Security Number of Interviews 5 5 8 4 Note: *Please see Table 2 for different types of dual business model for PC-TV tuner. 3.2 Data Collection Our data collection focused on tracking the motivations and capabilities behind each product before and during the implementation of a dual BM. To ensure a rich, longitudinal understanding of capabilities, we followed Seelos and Mair’s (2007) suggestions concerning BMs as a set of capabilities configured to enable value creation consistent with economic or social strategic objectives. According to Day (2011), there are two dimensions for evaluating capabilities: “Whether the orientation is from the inside-out or the outside-in and whether the function is primarily to exploit existing resources or to explore new possibilities.” As our questions were related to discovery, we only explored the inside-out dynamic and outside-in adaptive capabilities of the new business (Day, 2014).