行動應用之商業模式分析 - 政大學術集成

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(1)國立政治大學資訊管理學系. 碩士學位論文指導教授:尚孝純博士政治大立 ‧ 國. 學 ‧. An Understanding of First-mover er. io. sit. y. Nat. Advantages of App Development n. al v 行動應用之商業模式分析 i n C hengchi U. 研究生:梁凱智中華民國 103 年 6 月.

(2) Acknowledgements Firstly, I would like to express my sincerest gratitude to my supervisor, Professor Shari Shang, who guide me throughout my project, inspired me with valuable ideas and allowed me the room to explore my own interests. Secondly, I would like to thank my classmates, without whom I would not be able to finish and release my essay on the International Conference on Advances in Computing, Communication and Information Technology (CCIT). Thirdly, I would like to thank those who replied to the questionnaire, which greatly contributed to my research. Finally, I would also take the opportunity to thank my friends and family for their understanding and timely encouragement. I am lucky to have you all.. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 1. i n U. v.

(3) 摘要近幾年來，智慧型手機靠著其方便多元的功能，已經成為大部份消費者生活中不可或缺的一部分。App Store 的出現使行動應用程式開發的市場較傳統應用程式開發市場容易進入。透過 App Store，開發者可以直接將軟體賣給位於世界各地的消費者。本研究想了解在一個發展如此迅速的市場中是否存在著先進者優勢，以及該如何維持其優勢。本研究屬於一探索式研究，本研究探討了過去的先進者優勢相關文獻，以了解傳統產業中的先進者優勢。先進者優勢的來源主要有：技術領導、資源佔有、轉換成本、網路外部性與定價優勢。為了瞭解在行動應用程式市場中是否存在先進者優勢以及如何維持優勢，本研究蒐集並分析了過去幾年來的行動應. 政治大. 用程式排行榜的相關資訊。發現在行動應用程式開發市場中存在著上述之先進. 立. 者優勢，本研究也發現這些優勢可以透過持續更新、與社群平台整合等策略來. ‧ 國. 學. 維持。. 關鍵字: 先進者優勢、應用程式. ‧. n. er. io. sit. y. Nat. al. Ch. engchi. 2. i n U. v.

(4) Abstract The applications (apps) on Smartphones exhibit many kinds of innovation. With the powerful features of Smartphones, people can easily access the Internet, social networking, e-mail, and instant messaging. The emergence of app stores has removed the barriers of big investments in hardware and software for software development and has made software development simple and easy, with a few people or even a single person doing the work and quickly reaching users directly around the world. These unique features of app innovation create a need to explore whether first-mover advantages exist in app development and whether these first-mover advantages, if they exist, can be sustained. This exploratory study reviewed the literature about first-mover advantages in. 政治大 from sources such as technological leadership, resource pre-empting, switching costs, 立 network externalities, and pricing advantages. With the objective of understanding products, services, and e-commerce innovation. First-mover advantages often arise. ‧ 國. 學. whether first-mover advantages exist in app innovation and how first movers can sustain these advantages, this study have collected data about top-ranked apps of. ‧. different kinds and analyzed their competitiveness, and this study presented our findings about the situation of first movers in the app market. This study found that. y. Nat. sit. apps enjoy advantages such as those mentioned above. This study also discovered that. er. io. apps may sustain their competitive advantages through strategies such as updating. al. regularly to improve services by integrating with social networks and establishing. n. v i n brand recognition through Facebook C h fan pages, Twitter,Uand blogs. engchi Key Words: First-mover advantage, apps, app store.. 3.

(5) TABLE OF CONTENTAbstract ................................................................... 1 Chapter 1: 1.1. Research Background ................................................................................................... 5. 1.1.1 1.2. Compendium of Smartphones .......................................................................... 5. Research Motivation and Research Objectives.................................................... 6. Chapter 2: 2.1. Introduction ........................................................................................ 5. Literature Review ............................................................................... 8. The App Development Market................................................................................... 8. 2.1.1. The development of app stores ........................................................................ 8. 2.1.2. App innovation and development ................................................................... 9. 2.2. First-Mover Advantages ............................................................................................ 10. 2.3. Sustaining the Competitive Advantages of Being a First Mover ................ 13. Chapter 3:. 政治大. Methodology ..................................................................................... 15. 立. The Research Process ................................................................................................ 15. 3.2. Data Collection.............................................................................................................. 16. 3.3. Data Analysis ................................................................................................................. 18. ‧ 國. Chapter 4:. 學. 3.1. Research Findings ............................................................................ 20. ‧. First-Mover Advantages in App Development ................................................. 21. 4.2. Findings of Strategies to Sustain Advantages in App Development ........ 24. y. Conclusion ......................................................................................... 28. io. sit. Chapter 5:. Nat. 4.1. Summary ......................................................................................................................... 28. 5.2. Limitations and Future Research .......................................................................... 28. n. al. er. 5.1. Ch. engchi. i n U. v. Reference .................................................................................................................... 30 Appendix 1 - Lists of Apps for Case Analysis .......................................................... 35 Appendix 2 - Questionnaires for Survey .................................................................. 39 Appendix 3 - Questionnaires for Case Analysis ...................................................... 40. 4.

(6) Chapter 1: Introduction 1.1 Research Background 1.1.1 Compendium of Smartphones The applications (apps) on Smartphones exhibit many kinds of innovations. With the powerful features of Smartphones, people can easily access the Internet, social networking sites, e-mail, and instant messaging. Gartner’s report on 2013 reveals that about 967 million Smartphones were sold in 2013 (Gartner, 2014). More than one million applications (Apple, 2013) have been released through the various app stores for the different mobile operating systems: e.g., Android, which is on most Smartphones; iOS on iPhones; and RIM on Blackberry. The market shares of Android and Apple are. 治政 development of applications for Smartphones is changing 大how people live. App stores 立model for thousands of developers to develop innovative have become a very appealing 學. apps.. ‧ 國. 66.4% and 19.1%, respectively (Gartner, 2014) shown in Table 1-1. The rapid. Table 1-1. Worldwide Smartphone Sales to End Users by Operating System in 2013. Other OS Total. al. 78.4 15.6 3.2 1.9 0.9 100.0. 451,621.0 130,133.2 16,940.7 34,210.3 47,203.0 680,108.2. Ch. engchi. y. 2012 Units. n. BlackBerry. io. Microsoft. 758,719.9 150,785.9 30,842.9 18,605.9 8,821.2 967,775.8. 2013 Market Share (%). sit. iOS. Nat. Android. 2013 Units. er. Operating System. ‧. (Thousands of Units). i n U. v. 2012 Market Share (%). 66.4 19.1 2.5 5.0 6.9 100.0. (Data sources: Gartner, 2014) App stores, like the Apple App Store (Apple) or Google Play (Google), have revolutionized the software industry over the last several years. Before Smartphones, only large companies had the ability to develop application software. But the emergence of app stores has overcome the barriers of big investments in hardware and software for software development and has made software development simple and easy, with groups of only a few people or even a single person doing the work and quickly reaching users directly around the world. App developers have the same exposure as large companies but without the huge logistics costs. Further, consumers can now buy apps easily and inexpensively. After an app is downloaded, it can contribute to the. 5.

(7) revenue stream of the developer in many different ways. Any individual developer has the opportunity to create a world-famous app with innovative ideas. 1.2 Research Motivation and Research Objectives In the booming market for mobile apps, users can find numerous powerful, innovative, and entertaining apps that cost only a few dollars—or are even free—on application platforms such as the numerous app stores and Google Play. As more and more developers wishing to make money through app development enter the market, they are finding a highly-competitive marketplace. For example, on Apple’s app store, more than 300,000 apps were launched in 2012, with more than 25,000 apps being added per month. With millions of apps available to users, gaining visibility in the sea. 政治大 out for their innovative features, with a good example being Angry Bird (Rovio). Two 立 years after its launch in December 2009, the Angry Birds series of apps were of apps is becoming more difficult. In such a competitive environment, some apps stand. ‧ 國. 學. downloaded more than 1 billion times (Rovio, 2012). However, even though many apps have successfully achieved market acceptance, most have not been as well accepted by. ‧. consumers.. With the introduction of the app store, the development of app innovations has. y. Nat. sit. several differences from innovation patterns in the manufacturing and service industries.. er. io. Developers who engage in app development now only need to pay the annual fee and. al. learn a specific programming language; then they can develop the innovative app in the. n. v i n free integrated development environment they can publish apps on C h (IDE). Furthermore, U i e h n g capp store, where consumers can browse innovative distribution platforms such as an. and buy apps easily. These unique features of app innovation raise the questions of whether first-mover advantages exist in app development and whether the first-mover advantages, if they exist, can be sustained. To seek answers to “What are the first-mover advantages?” and “How can these advantages be sustained?” this study reviewed past research and examined first-mover apps to test the existence of advantages and the strategies for sustaining them. Based on the past literature, it seems that first movers enjoy several advantages, including technological leadership, preemption of scarce resources, lower switching costs, lower pricing, and network externalities. They try to sustain these competitive advantages and their leading position by raising entry barriers, increasing user switching costs, and enhancing service diversity and quality. This study 6.

(8) collected data about top-ranked apps of different kinds and analyzed their competitiveness, and this study present our findings about the situation of first movers in the app market.. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 7. i n U. v.

(9) Chapter 2: Literature Review 2.1 The App Development Market 2.1.1 The development of app stores According to research by Nielsen (2013), Smartphone owners in the U.S. now make up the majority (53%) of mobile consumers, with social networking (85%), maps/navigation/search (85%), productivity (74%), video/movies (65%), and games (61%) being the most-used types of apps among American Smartphone users. These apps are released mainly in the two major app stores—Apple and Google. App stores With 500 native applications for iPhone and iPod touch screens available at launch, the iOS App Store opened on July 10, 2008 (Apple, 2008), allowing users to browse. 政治大 had already downloaded more than 10 million apps from its new App Store. As of 立 September 2009, there were more than 85,000 apps available on the App Store and. and download useful apps. Within 72 hours after the launch, Apple announced that users. ‧ 國. 學. more than 2 billion apps had been downloaded (Apple, 2009). So far, there are more than a million apps that have been seen on the App Store. The App Store now offers. ‧. more than 800,000 apps for iPhone, iPad, and iPod touch users, with consumers having downloaded over 40 billion apps. Applications on the App Store are divided into 23. y. Nat. sit. categories, with the most-downloaded categories being Games (16.81%), Education. er. io. (10.69%), Entertainment (9.09%), Lifestyle (8.11%), and Books (6.80%). According to. al. information released at Apple’s Worldwide Developers Conference (WWDC), the App. n. v i n Store has over 400 million active in 155 countries around the world, Caccounts, U h e n goperates i h c and developers have been paid over $5 billion by Apple. Google Play. The Android Market was announced by Google in August 2008 and was made available to users in October 2008. Along with the development of techniques, Google introduced Google Music and online movie rentals successively. To redirect its services, Google rebranded the Android market as Google Play in March 2012 and upgraded its services to offer music, movies, and books. Compared with the App Store, which was also launched in 2008, Google Play experienced a slower growth rate of applications, exceeding just 16,000 apps in December 2009 (TechCrunch, 2009). However, as Android’s Smartphone market share continued to grow rapidly, Google Play’s application number climbed even faster. In September 2012, Google announced that 8.

(10) Google Play had reached 25 billion app downloads and that it was offering more than 675,000 apps to Android users. 2.1.2 App innovation and development Innovation has long been the primary resource for competitive advantage in most industries (Schumpeter, 1934). There have been many reviews of the literature regarding the difference between product innovation and service innovation, with many of these reviews focusing on the degree of separability of production and consumption, or tangibility (Jackson et al., 1995). In general, there is no physical product associated with a service innovation to carry a brand name, and thus services must be produced and consumed simultaneously. Table 2-1. Comparison of Product, Service, and App Innovation. ‧ 國.  Sharing service and entertainment.  Service process  Consumer relationship  Staffs 1. Materials 6. Process 7. Information 8. Interaction. 2. Skill in programming language 3. Annual fee. y. sit. n. er. io.  Research and development. al. Ch. App  Self-motivation  Selfachievement  Share with others.  Improving loyalty  Attracting consumers  Enhancing profitability. ‧.  Market position  Attracting consumers. Nat. Investment in innovation. 立. 學. Purpose of innovation. Service 政治 Interaction 大  Service process. Product  Function. Source of innovation. engchi. i n U. v. Focal point. 4. Functionality 5. Technology. Innovation delivery platform Innovation delivery channel. 11.. Logistic.  Delivery channel. 12.. 13.. Product – people.  People – people. 14. Platform – people. 9. User experience 10. User interface App stores. However, with the rapid growth of app stores, several studies have considered apps as new integrative perspectives that combine the production and service elements (Daniels, 2000; Jacket et al., 2008). The development of app innovation has several unique features, differentiating it from innovations in the manufacturing and service industries (see the comparison in Table 1). First, developers engage in app innovation 9.

(11) not only for making a profit but also for self-achievement in the global network. Second, the development of the innovation is quite simple and easy in comparison with innovations for manufactured goods, which require huge investments in technology, and for services, which involve changes in the processes and human interactions. Developers who engage in app development only need to pay the annual fee and learn a specific programming language in the free integrated development environment (IDE), such as Xcode and Eclipse, and then they can publish apps through app stores, where consumers can buy apps directly.. 2.2 First-Mover Advantages. 治政 here to discuss the benefits that markets to earn positive economic profits, and it is used大立 an early entrant gains when releasing new products or services (Burnham et al. 2003).. The first-mover advantages can be defined as the ability of early entries into. ‧ 國. 學. Consolidating past studies (Lieberman at el. 1988; Varadarajan et al., 2007; Burnham et al. 2003; Urban, 1986) about first-mover advantages in the product and service. ‧. industries shows that early entrants enjoy advantages that include technological leadership, resource preempting, lower switching costs, network externalities, and. Nat. sit. y. pricing advantages.. er. io. Technological leadership. Lieberman and Montgomery (1988) noted that first movers can gain advantages. n. al. Ch. i n U. v. from sustainable in innovative technology. They considered two mechanisms: the. engchi. “learning” or “experience” curve and R&D patenting. First, in the standard learningcurve effect, the first movers can reduce unit production costs with cumulative experience, and thereby enjoy a long-term cost advantage in the physical market environment (Varadarajan et al., 2007). In addition, other studies have mentioned that the learning curve can create a substantial barrier to entry when learning can be kept proprietary (e.g., Spence, 1983). Second, first movers can enjoy advantages in the form of R&D or patent races through patenting or maintaining technology as trade secrets. Actually, patent protection appears to be important only in some industries, such as pharmaceuticals, where imitation can be costly and the imitator must go through the same regulatory approval procedures as the innovating firm. Varadarajan et al. (2007) also noted that with the dynamic nature of the Internet-enabled market environment, the patented innovation process is more significant than the learning-curve effect. In 10.

(12) addition to R&D and innovation in physical hardware, first movers also improve their managerial systems with innovative organizational forms. The first-mover advantages gained from organizational innovation are more durable than those from process or product innovation due to the slow diffusion of organizational innovation (Teece, 1980). Resource preempting First-mover advantages may stem from preemption of scarce assets that already exist (Lieberman et al., 1988). These assets could be physical resources or process inputs, or they could be related to positioning in space, such as geographic space, product space, etc. With superior information, first movers can achieve a competitive cost advantage by purchasing preemptive assets—e.g., natural resource deposits and prime retailing or manufacturing locations—below prices that would be faced by. 治政大 advantage from preempting Some studies mentioned that first movers can also gain 立 spatial resources, including geographic space, product characteristic space, shelf space,. potential competitors.. ‧ 國. 學. etc. In many markets, only a limited number of profitable firms can survive, so first movers try to establish positions in geographic or product space to limit the amount of. ‧. available space for later entrants (Varadarajan et al., 2007; Schmalensee, 1978). For instance, prescient banks would have more opportunities to preempt the prime locations. Nat. sit. y. for placing ATMs at prices below those that would prevail for later entrants. However,. er. io. some research found that it is difficult for first movers to gain advantage successfully through preemption of geographic space in industries such as cement and newspapers. n. al. Ch. i n U. v. (Johnson and Parkman, 1983; Glazer, 1985), where competitors have similar. engchi. technology and opportunities to enter. Switching costs. First movers can also gain advantages from buyers’ switching costs (Lieberman and Montgomery, 1988). Switching costs are defined as “One-time costs that consumers associate with the process of switching from one provider to another” (Burnham et al., 2003). Switching costs include uncertainty costs, evaluation costs, setup costs, learning costs, etc. First, evaluation costs stem from buyers' initial transactions or investments in some ancillary products (Lieberman et al., 1988; Burnham, 2003). These ancillary products, such as software or after-sale service, will cost consumers extra time and other resources, so consumers seek new suppliers or products. Second, set-up costs stem from the process of getting acquainted with an alternative product or setting up a new product for initial use (Burnham et al, 2003).Third, learning costs are 11.

(13) the extra effort to learn about the new products. Consumers are reluctant to make an effort to switch from a current brand’s products to another brand’s product after they are accustomed to the products that they are currently using (Lieberman et al., 2007; Burnham, 2003). Fourth, uncertainty costs stem from the buyers’ insufficient information about product quality. Under conditions of information asymmetry, buyers also do not have enough knowledge about the performance of competitive products (Varadarajan et al., 2007). They are thus willing to choose products that have performed satisfactorily since they were first encountered. With switching-cost advantages, late entrants have to invest extra resources to attract consumers from the early entrants. Network externality First-mover advantages can stem from network externalities (Varadarajan et al.,. 治政大 as the size of the network influential and valuable to its current and potential users 立 increases (Katz et al., 1985). Network externalities are considered a better potential 2007), which occur when a product, industry standard, or service becomes more. ‧ 國. 學. source of first-mover advantages in Internet-enabled markets, and in technology or communications-related industries, than in physical markets (Varadarajan et al., 2007).. ‧. Under the traditional constraint of a physical market, it is inconvenient for buyers and sellers to congregate in a market exchange due to the factor of distance between sellers. Nat. sit. y. and buyers. The effect of network externalities may be affected by the distance between. er. io. buyers and sellers. However, the constraints do not exist in electronic market exchanges. Instead, spatially separate transactions are allowed in Internet-enabled markets.. n. al. Ch. i n U. v. Evidence has shown that sellers and buyers are more likely to choose a market exchange. engchi. that attracts most of counterparties. In addition, competition between network externalities can be specific in different categories of products, technologies, or market exchanges (Varadarajan et al., 2007). By entering a market at an early stage, first movers acquire differentiation advantage by seizing opportunities to nurture a large user base before potential competitors’ entry. Pricing advantage Pricing strategies also play an important role in bringing advantages to first movers. Theoretical research suggests that consumers will be willing to purchase the products at higher price due to established brand loyalty or the uncertainty risk of purchasing alternative products (Urban, 1986). A strong brand loyalty will be established once consumers are accustomed to the first brand that performed satisfactorily. Furthermore, searching for information related to a superior brand requires considerable time and 12.

(14) effort on the part of consumers, and such efforts seldom create enough benefits. Because of the lack of information, consumers will not be willing to make a switching decision even if they have to pay more for the brands that they have been accustomed to using. In this case, later entrants must offer more price reductions to attract consumers to make a switching decision to try the alternative products. In addition, while first movers enjoy lower product costs, which are gained from the experiencecurve effect or the preemption of resources, they can offer products with more competitive prices than those offered by later entrants. In this scenario, later entrants also need to concentrate on attracting consumers with more outstanding features. 2.3 Sustaining the Competitive Advantages of Being a First Mover Although first movers enjoy many advantages relative to later entrants, not every. 治政大for first movers is to sustain entry barriers, such as app development. So the challenge 立 their advantages. In order to further understand how first movers do this, we reviewed. first mover can sustain its competitive advantages, especially in industries with low. ‧ 國. 學. the existing research and organized the strategies into three categories—raising entry barriers, increasing user switching costs, and enhancing services—which are discussed. ‧. below..  Raising barriers to entry. Nat. sit. y. In order to deter potential competitors from entering markets, the most frequently. er. io. adopted strategies are reinvestment of innovative technology profits in R&D, patent protection, and resource preempting (Varadarajan et al, 2003). With leadership in. n. al. Ch. i n U. v. technology, first movers normally have performance that is superior to that of later. engchi. entrants, which means that they have slack resources that can be reinvested in R&D and innovation to sustain their elevated position in technological leadership. However, after the mid-1990s, the resources for reinvestment in R&D began to come from additional infusion of funds or “going public.” In the interest of retaining their technological advantages, patent protection can provide first movers with a legal framework and allow them to have a monopoly with regard to particular technologies (Atkins, 1988; Joseph et al., 2006). Another strategy that first movers can use to deter subsequent entrants from entering the market is to preempt desirable resources. By entering early in the market, first movers can gain superior information about the relevant resources. For example, they often have mover opportunities to select a more attractive niche to limit the available space for potential competitors (Bharadwaj et al., 1993; Varadarajan et al., 2007). 13.

(15)  Increasing user switching costs to “lock in” consumers First movers can also achieve competitive advantages and maintain market leadership by establishing switching costs to “lock in” clients, thus effectively preventing clients from switching to other suppliers. When a first mover manages to lock in its clients, analysis tools are implemented to collect data on the behavior and preferences of clients. It is especially easy for first movers to collect personal information and preference data in an Internet-enabled market environment because data collection happens automatically when consumers surf the Web (Varadarajan et al., 2007). By analyzing the collected information, a first mover can design “sticky” features such as personalization tools to raise switching costs and thus increase operational performance and profits (Johnson et al., 2003; Manchanda et al., 2006).. 治政大conditions of information in shaping information to create asymmetry. Under 立 asymmetry, consumers tend to stay loyal to products that they have understood Another approach that first movers may use to enlarge switching cost is investing. ‧ 國. 學. sufficiently well. Even consumers purchasing for first time tend to favor products manufactured by leading brands. Thus, first movers can invest in brand building and. ‧. brand equity to create information asymmetry, making their products more understandable compared with those of later entrants. In this way, brand equity will. Nat. sit. y. become a source of competitive advantage when products are basically undifferentiated. er. io. in markets (Varadarajan et al., 2007).  Enhancing services to consumers. n. al. Ch. i n U. v. Information that has been shared openly and in a timely and detailed manner. engchi. enables companies to analyze the links between all of the businesses and industries in which they operate and to provide customized services to the final consumers. First movers can offer innovative services that strongly integrate with service providers and external consumers based on ICT service innovation (Bygstad et al., 2009). For example, McKesson, a large medical and pharmaceutical technology company, improved its consumer service and increased switching cost by providing pharmacists with computer terminals that allow them to enter orders directly (Powell et al., 1997). Another example is frequent-flyer programs, which are loyalty-seeking programs offered by many airlines by allowing consumers to accumulate frequent-flyer miles, which can then be redeemed for extra benefits such as travel class upgrades (Klemperer et al., 1986). 14.

(16) Chapter 3: Methodology 3.1 The Research Process This research is exploratory, with the objective of arriving at an understanding of whether first-mover advantages exist in app innovation and how first movers can sustain such advantages. To answer these questions, this study is conducted in six stages, as summarized in Figure 3-1 and Table 3-1, which shows the purpose, process, and deliverables of each stage. The first stage consists of reviewing past research to identify the advantages that first mover enjoy and how they can sustain these advantage. Based on the results of the first stage, the second stage is designed to further collect research data, a collection of information that comes from case analysis, expert opinions and questionnaire. The third stage involves analyzing research data in more depth. By. 政治大 the research and targeting to organize research findings in a comprehensive manner 立 that can further benefit app developers or coworkers in the app market.. 學. Table 3-1. Descriptions of the Research Process How. Study of app market. To build insights about app development and competition in the app market. Conclusion. al. n. Data analysis. io. Data collection. Review literature about first-mover advantages in products, services, and ecommerce innovation. Ch. engchi. To track the market positions of different kinds of apps To find out what firstmover advantages app developers enjoy, and how the advantages can be sustained.. To organize findings and draw a conclusion. Assess reports, market analysis, and official releases about the app market. i n U. v. Collect daily top-300 lists from Feb 8, 2008 to Sept 30, 2013 Analysis of app market position on App Annie for each category from the literature review  Examine the effect of price or version changes  Verify first-mover advantages and initiatives for sustaining the advantages Consolidate preliminary findings with previous theories of first-mover advantages. 15. A preliminary understanding of firstmover advantages and strategies for sustaining advantages Understanding app development and the competitive positions of app developers. sit. To understand existing knowledge about firstmover advantages. Nat. Literature review. Result. y. Why. er. Activities. ‧. ‧ 國. wrapping up the findings from previous stages, the fourth stage is aimed at concluding. Period distribution of apps in the top lists Preliminary findings on each first-mover app. Findings and implications.

(17) Case Analysis. Literature Review. Expert Opinion. Data Analysis. Findings. 政治大. Questionn aire. 立. Data Collection. ‧ 國. 學. Figure 3-1, Research Process 3.2 Data Collection. ‧. To verify advantages and strategies, we organized in the literature review a case. y. Nat. analysis, a questionnaire, and expert interviews. The method for verifying every. al. er. io. Table 3-2. Descriptions of the Research Process. sit. advantage and strategy depended on their characteristics (See Table 3-2).. n. Method v i n Ch Technology leadership U Opinion e n g c h iExpert. Advantages and Strategies. Advantages. Strategies. Resource preemption. Case analysis. Switching costs. Questionnaire. Pricing advantages. Case analysis. Network externalities. Case analysis. Raising the barrier to entry. Case analysis. Increasing switching costs. Case analysis. Enhancing services. Case analysis. Case analysis The data for case analysis were collected from organizations and Websites that provide reports or statistics about app stores. There are several organizations and 16.

(18) Websites that provide such data. However, we chose App Annie (App Annie, 2013), a Website that provides daily and hourly ranking data for apps collected from The App Store and Google Play, to obtain the data we needed. App Annie also helps enrolled developers to track their apps’ downloads and revenues, and it provides mobile analytics for iOS and Android. Furthermore, App Annie revealed that more than 200,000 apps, and 80% of the top app publishers, use App Annie data. Because Apple’s App Store has the most downloads among app stores, we chose it as our data source. First, every 24 hours we collected the top 300 free and paid app lists for all categories. However, the earliest that top-ranking lists could be obtained from App Annie started on February 8, 2008. We collected the daily ranking data from February 8, 2010 to September 30, 2013. Second, we calculated how many days every app had been listed. 治政大 the period distribution of listed on the top-300 list, and we made a table that presents 立 apps that have been listed on the top lists. We found that there were 18,041 apps that in the top-300 list. By doing this, we could determine how long every app had been. ‧ 國. 學. had never been listed in the top list, including 7,232 paid apps, 6,725 free apps, and 4,084 apps that had been removed from the App Store. Third, for our research subjects. y. Nat. Expert opinions. sit. two years.. ‧. we picked out apps (Appendix 1) that had been listed on the top charts for more than. er. io. A group of app developers were selected for this study because of their experience and expertise in the development and management of app software on Smartphones. n. al. Ch. i n U. v. (See Table 3-3). In order to get the experts’ opinions, we designed several questions. engchi. (Appendix 2) for the respondents to answer. The purpose of this stage was to provide understanding of how apps gained advantages through technological leadership. Table 3-3. Lists of Selected Experts Experts James. Years of Category of Experience Apps Eight Productivity. Description. Downloads. Product Manager. 1,500. Developer. Not. months Daniel. Two years. Social Networking. published. Wei. Four years. Utilities. Developer. Not available. Pei-Kang. Two years. Productivity. Developer, Product. 900,000. Manager. 17.

(19) Questionnaire The questionnaire was used to verify the strategies and advantages that we listed above, and it helped us to understand consumers’ switching behavior with regard to apps and to identify the factors that affect consumers’ switching behavior. In order to collect consumers’ switching behavior on apps, the questionnaire was divided in to three sections, with each section focusing on one type of switching cost based on the characteristics of the app’s development and on the literature review. To do this, a survey was conducted, and the questionnaire was distributed to 222 participants from whom we collected data. Of the respondents, 53% were male and 47% were female, and 56% were using Android devices, while 44% were using iOS devices. 3.3 Data Analysis. 治政大of app developers and their come to an understanding of the first-mover advantages 立 strategies for sustaining these advantages. In order to gain expert insights, we conducted. After collecting the necessary data, we organized the criteria listed in Table 3-4 to. ‧ 國. 學. several interviews with different experts in the field to obtain their thoughts on the advantages stemming from technology leadership. The questionnaire was sent to a. ‧. selected sample of recipients to ascertain whether apps with advantages under certain circumstances were in accordance with recipients' replies. When it came to case. Nat. sit. y. analysis, we first categorized the apps into four groups based on the amount of time. er. io. they had been listed on the top charts. The categories were: (1) apps that had been listed on the top charts less than a month, which we defined as apps without advantages; (2). n. al. Ch. i n U. v. apps that had been listed on the top chart for more than a month but less than a year,. engchi. which we defined as apps with short-term advantages; (3) apps that had been listed on the top charts for more than a year but less than 2 years, which we defined as apps with medium-term advantages; and (4) apps that had been listed on the top charts for more than 2 years, which we defined as apps with long-term advantages. Second, we selected categories in which there were more than 10 apps with long-term advantages, and these included entertainment, games, music, photo and video, social networks, and utilities. Finally, based on the literature review, we prepared a series of questions (see Appendix 3) to examine each app that was picked up in the previous step.. 18.

(20) Table 3-4. Criteria for Data Analysis Advantages and Strategies Technology leadership Resource preemption. Advantages. Factors Patent protection Space in top charts Data Learning cost. Switching costs. Uncertainty Pricing advantages. Loyalty. Network externality Externalities Raising the barrier to Continuous updates entry. fan page 政Facebook治大. 立. Twitter. ‧ 國. Official Web site Blog. ‧. Peripheral. y. Nat. io. Enhancing services. n. al. Ch. sit. Social Login. er. Strategies. 學. Increasing switching costs. Criteria Expert opinions How long had apps been listed in the top charts The proportion of participants who agreed that they would not switch to another app because of the factors The proportion of apps still listed on the top charts after raising their price. The scale of app stores The proportion of apps that continuously update The proportion of apps that have a Facebook fan page The proportion of apps that are accessible on Twitter The proportion of apps that have an official Web site The proportion of apps that have blogs The proportion of apps that have peripheral products The proportion of apps that allow social login The proportion of apps that allow users to share content through a social network. Sharing through a social network. engchi. 19. i n U. v.

(21) Chapter 4: Research Findings This chapter presents the examination of first-mover advantages and strategies to sustain the advantages. Of the participants, 54% were using Android devices, 42% were using iOS devices, and 4% were using devices with other systems. Of the apps we identified as having long-term advantages, we selected 120 apps from the categories in which there are more than 10 apps with long-term advantages, including entertainment, games, music, photo and video, social networks, and utilities. Table 4-1 summarizes our findings on first-mover advantages, which are explained in the following section. Table 4-1. Research Results Advantages and Strategies. Findings Unlikely to bring apps Technology leadership Patent Protection advantages Unlikely to bring apps Resources preemption Space in top charts advantages Data Likely to bring apps advantages Unlikely to bring apps Learning Cost advantages Switching costs Likely to bring apps Uncertainty advantages, but only for paid apps Pricing advantages Loyalty Likely to bring apps advantages Network externality Externalities Likely to bring apps advantages Likely to be an effective Raising the barrier to entry Continuous updates strategy Likely to be an effective Facebook fan page strategy. Likely to be an effective Twitter strategy Likely to be an effective Increasing switching costs Official Web site strategy. Unlikely to be an effective Blog strategy. Unlikely to be an effective Peripheral strategy Unlikely to be an effective Social login strategy. Unlikely to be an effective Enhancing services Sharing to a social strategy except for certain network genres such as music and photoand-video apps. 立. 政治大. ‧. ‧ 國. 學. Advantages. Factors. n. er. io. sit. y. Nat. al. Strategies. Ch. engchi. 20. i n U. v.

(22) 4.1 First-Mover Advantages in App Development Technological leadership According to the content of the interviews, we made the following observations. First, only one of the interviewees’ development process was hindered by other competitors’ patents. If the patent owner had any intention of suing companies that infringed their patents for apps, then patents would be a great barrier to app development. “Due to competitors’ patents, we spent extra time to figure out alternative ways to achieve our functionality,” the interviewee said. Second, two respondents had their own patents, but they only use them defensively. One interviewee said “We will not sue other companies actively unless those companies sue first because the cost of litigation is not going to be cheap and we would rather concentrate on optimizing our. 治政大 by suing them because insurance policy. Our company is too small to stop competitors 立 of the cost.” Third, all interviewees thought that patents can only bring them advantages. apps’ features.” Another interviewee also said “I thought patents [would be] like an. ‧ 國. 學. by increasing potential competitors’ barriers to entering the market temporarily. According to these opinions, we concluded that developers thought competitors’. ‧. patents could not be potential obstacles to app development. Therefore we formed the following hypothesis:. Nat. sit. y. It is unlikely for apps to gain advantages through patent protection.. er. io. Resources preempting. This study reviewed the past literature and found that in the standard business. n. al. Ch. i n U. v. environment almost all of the desirable resources are tangible or limited, such as. engchi. manufacturing locations and spatial resources. However, apps are digitalized products, so app development is not restricted by location or other physical resources. Further, the shelf space in app stores, such as Apple’s App Store and Google’s Google Play, is unlimited. Take Apple’s App Store as an example. It has over 500,000 apps for consumers to buy. It is hard for consumers to browse every app, so instead they browse apps through top charts, featured, searches, etc. Because the number of apps on top charts and featured is limited, this study identified the space in top charts and featured apps as preemptible resources in the app market. Table 4-2 shows the distribution of the top charts of Apple’s App Store from February 8, 2008 to September 30, 2013. We found that 79.8% of apps did not have any advantages, meaning that those apps had been listed on the top charts less than a month. Only 1.5% off apps had long-term advantages, meaning that those apps had 21.

(23) been listed on the top charts for more than 2 years. Therefore we formed the following hypothesis: It is unlikely for apps to gain advantages through preempting space in the top charts. Table 4-2. The Distribution of Apps That Had Been Listed on the iPhone Top Charts From February 8, 2008 to September 30, 2013. Education Entertainment Finance Food & Drink Games Health & Fitness Medical Music News Productivity. Sports Travel Utilities Weather Grand Total. 立. 政治大. al. n. Social Networking. 3 0 0 3 19 6 3 67 9 12 0 13 5 3 12 5 5 17 3 5 15 3 208. io. Reference. 2 7 0 4 31 2 2 135 9 4 0 15 3 3 21 13 8 14 0 6 22 3 304. Nat. Photo & Video. 20 19 7 52 261 12 18 1,206 53 92 5 57 13 20 154 53 23 66 43 20 89 25 2,308. Ch. engchi. ‧. Navigation. 133 151 25 381 873 107 128 5,243 353 454 61 357 107 175 725 422 174 232 197 208 539 92 11,137. 學. Lifestyle. Apps With LongTerm Advantages. y. Catalogs. Apps With MediumTerm Advantages. sit. Business. Apps With ShortTerm Advantages. er. Book. Apps Without Advantages. ‧ 國. Genres. i n U. v. Switching costs From the results of the questionnaire, we tried to determine consumers’ switching behavior with regard to apps. First, we found that 91.4% of the participants would not switch to a new app because of the necessary data stored in apps that they were already using and the difficulty of transferring the data to another app. Therefore, we considered that apps could gain competitive advantages from the necessary data stored in them. Second, 98.6% of the participants thought that it was easy to learn how to use a new app. Therefore, this study considered that the potential advantages stemming from 22.

(24) learning costs did not exist in the app market. Third, when it came to the uncertainty costs, 94.1% of the participants thought that they would not purchase a new app because they were unfamiliar with the new app. In addition, 63.5% of participants thought that they would not download a new app, even if it was free, because they were unfamiliar with the new app. Therefore we formed the following hypothesis: It is likely for apps to gain competitive advantages from uncertainty costs when apps were not free. Network externality According to the literature review, sellers and buyers were more likely to choose a market exchange that had attracted the most counterparties. By entering a market at an early stage, first movers acquire a differentiation advantage by seizing opportunities to. 治政 the literature review, when consumers want to buy a大 new product but do not have 立 enough knowledge about it, they are more likely to choose a product that the most nurture a large user base before potential competitors enter the market. According to. ‧ 國. 學. people are using. In the app market, there is only one app store for each mobile operation system (i.e., the App Store for iOS, Google Play for Android), and every app. ‧. store has top charts where users can buy or download the top apps. Therefore we formed the following hypothesis:. Nat. sit er. al. n. Pricing advantages. io. market.. y. It is likely for apps to gain advantages through network externalities in the app. Ch. i n U. v. This study reviewed the past literature and found that first movers can gain. engchi. advantages through higher prices or lower prices than competitors under specific conditions. First, with the experience and learning curve effect or preemption of resources, first movers can offer products with more competitive prices than later entrants due to lower product costs. However, in the app market, developers release an app to an app store, and all users can download or buy it directly. Also, the quantity supplied is limitless unless the developer removes it from the app store. Because there was no experience and learning curve effect in app development, this study found that apps could not gain advantages through charging lower prices than competitors. Second, evidence showed that customers would be willing to purchase the products at higher prices due to established brand loyalty or the uncertainty risk of buying alternative products. This study examined the 79 paid apps with long-term advantages that we identified as subjects. We found that among the 79 paid apps, 31 apps had never raised 23.

(25) their prices, including 28 game apps, two music apps, and a utilities app. The two music apps were Ringtone Designer Pro (Blackoutlabs, 2014) and TuneIn Radio Pro (TuneIn, 2014), and the utilities app was Flashlight®. Furthermore, 23 apps, including 22 game apps and a music app, could keep their advantages and still be listed on the top charts after their prices were raised. The only music app, Ringtone Designer Pro (App Annie, 2014), for instance, had raised its price from $0.99 to $1.99 between Aug 25 and Sep 18, 2010, but its ranking never dropped out of the top 20 in the period. Another example is Doodle God™ (App Annie, 2014), a game app, which had raised its price to $1.99 off and on, but it remained on the top charts. Therefore we formed the following hypothesis: Apps could enjoy pricing advantages through established brand loyalty or the. 政治大. uncertainty risk of purchasing alternative products.. 立. Strategies to raise barriers to entering the market. 學. ‧ 國. 4.2 Findings of Strategies to Sustain Advantages in App Development. ‧. Traditionally, first movers have performance that is superior to later entrants because they have slack resources to reinvest in R&D and innovation to sustain their. y. Nat. sit. elevated position in technological leadership. In the app market, the most common. er. io. strategies of reinvestments in technology are publishing sequel versions and providing. al. updates with feature improvements. Based on an examination of 120 apps, we identified. n. v i n 89 apps that updated continuously C hwith new features,Uwhich did not include updates e n g candh ibug fixes (see Table 4-3). We found with support of new mobile operating systems that among 64 game apps, 70% of them updated continuously, but among another 56 apps, more than 90% of them updated continuously. For example, Pocket God (Bolt Creative, 2014) has updated its product more than 30 times since it was first published in 2009. It regularly updates and adds new episodes that contain puzzles and exciting features. Shazam (Shazam, 2014) continuously updates on a monthly basis and releases new features and improvements for user experience. Shazam was just a musicrecognizing app in its early stage, but it kept improving its functionality with later updates such as a new interface design, faster tagging and recognition, and the convenience of purchasing music releases. The continual updating of the app Camera+ (Tap Tap Tap, 2014) is another case in point—it has been downloaded more than 10 24.

(26) million times. In addition, Camera+ has released more than 40 updates since the day it was published, and 12 of the updates were released in 2013, including new effects, borders, filters, and a more convenient interface design to improve users’ experiences. Therefore, this study concluded that apps had the capability to sustain their advantages through updates, except for game apps, which had fewer updates than other apps. For example, Sims 3, which is published by Electronic Arts (Electronic Arts, 2014), has only been updated twice since it was published. Therefore we formed the following hypothesis: Apps likely could sustain their advantages through raising the barrier to entry, except for game apps. Table 4-3. Numbers of Apps That Continuously Update With New Features Games Music 政治大. Entertainment. ‧ 國. 立. 18. 45. 11. 19. 64. 13. 12. 10. 12. 12. ‧. Strategies to increase switching costs. Utilities. 學. Number of apps that continuously update with new features Total number of apps in each category. Photo & Video. This study reviewed the past literature and found that first movers could sustain. y. Nat. sit. their advantages through increasing switching costs. In the app market, the most. er. io. common way to increase switching costs was to build brand loyalty. This study. al. analyzed methods used by the 120 apps we identified as subjects to build brand loyalty.. n. v i n C hwe made the following From the analysis (see Table 4-4), observations. First, Twitter, engchi U. Facebook, fan pages, and official Websites were the most-used ways to build brand loyalty. Facebook and Twitter were the most popular ways for game apps, but having an official Website was the most popular way for utilities and photo-and-video apps to build brand loyalty. For example, Halfbrick (Halfbrick, 2014) had 6.4 million likes on its Facebook fan page. It regularly shared news and interesting content such as photos of amazing fruit carving on its fan page. In addition, Halfbrick also had 188,000 followers on its Twitter page. Halfbrick shared its news and responded to people’s tweets on its Twitter account. People can follow the latest news about Halfbrick and its apps through the fan page and Twitter. Second, only about 15% of game and entertainment apps had peripheral products. Examples of app developers who did are Pocket God (Bolt Creative, 2014), which sold vinyl figures and t-shirts, iGun Pro 25.

(27) (CafePress, 2014), which sold t-shirts and iPhone cases, and Angry Birds (Rovio, 2014), which sold toys, t-shirts, a theme CD, and a promotional DVD in its online store. Third, ~16–17% of entertainment, photo and video, and utilities apps had their own blogs, and about 30% of game apps had blogs. However, none of the music apps used blogs to build customer brand loyalty. Therefore we formed the following hypothesis: It is likely for apps to sustain their advantages through maintaining Facebook fan page, Twitter, and official Websites. On the other hand, it is unlikely for apps to sustain their advantages through blogs and peripherals. Table 4-4. Results of Examination of Brand Building Entertainment 9 12 3 11 3. ‧ 國. 立. Music 11 11 0 12 0. Photo & Video 7 8 0 12 2. Utilities 9 5 0 12 2. 64. 13. 12. 12. 政治大. 19. 學. Twitter Facebook fan page Peripheral Official Website Blog Total numbers of apps in category. Games 58 61 10 55 21. ‧. Strategies to enhance services. sit. y. Nat. This study reviewed the past literature and found that first movers could sustain their advantages through enhancing services. In the app market, the most common way. io. n. al. er. to enhance services was integration with social networks, including Twitter, Facebook,. i n U. v. and Google Plus, among others. Social login and sharing to social networks were. Ch. engchi. methods widely used in apps. Social login is a form of single sign-on using existing login information from a social networking service to sign into a third party Website. However, from the results of our analysis (see Table 4-5), only about 12% of apps supported social login, and therefore we concluded that this was not an effective strategy to sustain competitive advantages. When it came to sharing contents on social networks, most photo-and-video and music apps supported the feature. For example, 360 Panorama (Occipital, 2014) allows users to share 360 view photos to the world or on users’ Facebook and Twitter pages. Another example is SoundHound (SoundHound, 2014), which is a music-recognition app that allowed users to share identified songs on Facebook and Twitter. However, there were two music apps that did not support sharing on social networks—Ringtone Designer Pro (Blackoutlabs, 2014) and Ringtone Maker. 26.

(28) (Zentertain, 2014)—and both of them were apps that allowed consumers to create custom ringtones and text tones. Therefore we formed the following hypothesis: It is unlikely for apps to sustain the advantages through social login. It is likely for apps to sustain the advantages through sharing on social networks only for music and photo-and-video apps. Table 4-5. Results of Examination of Enhancing Services Entertainment. Games. Music. 2. 5. 4. Photo & Video 2. 9. 24. 10. 12. 5. 19. 64. 13. 12. 12. Social login Sharing on social network Total number of apps in category. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 27. i n U. v. Utilities 1.

(29) Chapter 5: Conclusion 5.1 Summary In order to make apps more competitive, it is important for app developers to have a wide understanding of what factors can bring apps advantages and what strategies can sustain apps’ competitive advantages. Therefore, we proposed two research questions: (1) Do first-mover advantages exist in app development? and (2) If so, how can these advantages be sustained? For these questions, we intended to archive advantages and strategies that top apps may have through the literature review. Then we verified the advantages and strategies individually through expert opinions, case analysis, and a questionnaire. As a result, we found that apps enjoy advantages such as technological leadership, resource preemption, network externalities, pricing advantages, and. 政治大 sustain their competitive advantages through strategies such as updating regularly, 立 improving their services by integrating with social networks, and establishing brand recognition through Facebook fan pages, Twitter, and blogs.. 學. ‧ 國. switching costs of transporting data stored in apps. We also discovered that apps may. The practical implication of this study is to provide app developers with guidelines. ‧. on the factors that give apps advantages and the strategies developers need to devise to keep their apps’ advantages. To increase apps' competitiveness and maintain their. y. Nat. sit. sustainability, it is necessary for app developers to recognize these factors. We looked. er. io. at previous research devoted to factors that affect first movers' advantages, and we. al. ascertained that the research only cast light on the use of physical resources. Therefore,. n. v i n the theoretical contributions of C this study help explain how first movers' advantages hengchi U work for app development and industries in which digitalized products are provided. 5.2 Limitations and Future Research Although this study provides insight into how first-movers advantages work for app development and the factors that have the most influence on the advantages, there are still some limitations. First, because the number of apps with long-term advantages was not large, this study only analyzed apps in five categories that contained more than 10 apps with long-term advantages. Therefore, we recommend that future research should analyze apps in all categories. Second, this study only analyzed apps with longterm advantages, so we recommend that future research should analyze apps with medium-term and short-term advantages in order to compare and contrast apps 28.

(30) enjoying different types of advantages. We hope that the findings of this study will provide a base for future study of first-mover advantages in app development.. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 29. i n U. v.

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(36) Appendix 1 - Lists of Apps for Case Analysis AppName. Released. Artist Name. Price. Genre. AgingBooth. 2010-02-23. PiVi & Co. 0.99. Entertainment. Big Button Box Pro. 2009-12-18. Shaved Labs Ltd. 0.99. Entertainment. Gun Builder. 2010-04-19. Win Sheng Loh. 0.99. Entertainment. Pocket God. 2009-01-09. Bolt Creative. 0.99. Entertainment. Talking Larry the Bird. 2010-07-30. Out Fit 7 Ltd.. 0.99. Entertainment. Texts From Last Night. 2009-08-08. Texts From Last Night. 0.99. Entertainment. The Moron Test. 2009-04-21. DistinctDev, Inc.. 0.99. Entertainment. Justin.tv CamWow: Free photo booth effects live on camera! Cool Wallpapers HD & Retina Free with Facebook & Twitter for iPhone iPod iPad Fandango Movies – Times & Tickets FatBooth. 2010-03-23. Justin.tv. 4.99. Entertainment. 2011-02-18. Jing Chan. Free. Entertainment. Entertainment. 2009-03-27. 立. Fandango. Free. Entertainment. 2010-05-19. PiVi & Co. Free. Entertainment. Hulu Plus iGun Pro™ - The Original Gun Application IMDb Movies & TV Movies by Flixster, with Rotten Tomatoes Netflix. 2010-06-29. Free. Entertainment. Free. Entertainment. 2009-12-08. Hulu, LLC Crimson Moon Entertainment LLC IMDb. Free. 2008-07-11. Flixster, Inc.. ‧. Entertainment. Free. Entertainment. 2010-04-01. Netflix, Inc.. Free. y. Entertainment. Redbox. 2009-11-18. redbox. Free. sit. Entertainment. Free. Entertainment. 2009-03-09. Nat. io. Talking Tom Cat. 2010-06-26. al. Out Fit 7 Ltd.. er. Free. ‧ 國. Kappboom Inc.. 學. 政治大. 2009-12-17. Cartoon Wars. 2009-07-25. BLUE. 0.99. Games. Cartoon Wars 2: Heroes. 2010-10-16. BLUE GNC. 0.99. Games. CLUE. 2009-05-15. Electronic Arts. 0.99. Games. Cut the Rope. 2010-10-05. Chillingo Ltd. 0.99. Games. Cut the Rope: Experiments. 2011-08-04. ZeptoLab UK Limited. 0.99. Games. Doodle Army. 2010-01-14. Chad Towns. 0.99. Games. Doodle Jump. 2009-03-27. Lima Sky. 0.99. Games. Eden - World Builder. 2010-12-02. Kingly Software Inc. 0.99. Games. Flick Fishing. 2008-11-06. Freeverse, Inc.. 0.99. Games. Flight Control. 2009-03-06. Firemint Pty Ltd. 0.99. Games. Fruit Ninja. 2010-04-20. Halfbrick Studios. 0.99. Games. MONOPOLY MONOPOLY Here & Now: The World Edition. 2009-11-20. Electronic Arts. 0.99. Games. 2008-12-09. Electronic Arts. 0.99. Games. Angry Birds Seasons. n. BATTLESHIP. v 0.99 i n 0.99 2010-10-21 C h Rovio EntertainmentULtd hi n g cArts 2009-12-14 e Electronic 0.99. Angry Birds. 2009-12-11. Rovio Entertainment Ltd. 35. Games Games Games.

(37) 2009-07-26. Occamy Games. 0.99. Games. 2011-02-10. Electronic Arts. 0.99. Games. 2009-05-11. PopCap. 0.99. Games. Plants vs. Zombies. 2010-02-15. PopCap. 0.99. Games. Robot Unicorn Attack. 2010-06-02. [adult swim]. 0.99. Games. Solitaire by MobilityWare. 2008-07-11. MobilityWare. 0.99. Games. Sunday Lawn. 2009-04-27. Donut Games. 0.99. Games. TETRIS® THE GAME OF LIFE Classic Edition The Impossible Game Tiger Woods PGA TOUR® 12 Tiny Wings. 2011-12-01. Electronic Arts. 0.99. Games. 2009-08-13. Electronic Arts. 0.99. Games. 2010-04-20. FlukeDude Ltd. 0.99. Games. 2011-03-29. Electronic Arts. 0.99. Games. 2011-02-18. Andreas Illiger. 0.99. Games. Traffic Rush Ultimate Mortal Kombat™ 3 Unblock Me. 2009-07-12. Donut Games. 0.99. Games. 2010-12-16. Electronic Arts. 0.99. Games. 2009-05-16. Kiragames Co., Ltd.. 0.99. Games. Where's My Water?. 立. 2011-09-22. Disney. 0.99. Games. YAHTZEE™ Adventures. 2008-11-14. Electronic Arts. 0.99. Zombie Gunship. 2011-07-21. Limbic Software. 學. Games. 0.99. Games. Zombieville USA. 2009-02-15. Mika Mobile, Inc.. 0.99. Games. Bookworm. 2009-03-22. PopCap. 1.99. 2010-06-11. JoyBits Ltd.. ‧. Games. 1.99. Games. 2009-08-31. THUP Games. 1.99. y. Games. 2009-06-15. Devsisters. 1.99. Games. 2009-01-14. Magmic Inc.. io. Games. Bloons TD 4. al v 1.99 2010-08-23 Robert Szeleney i n C h Last Day of Work U 1.99 2009-06-25 engchi 2010-12-07. Ninja Kiwi. 2.99. Games. RISK. 2010-07-22. Electronic Arts. 2.99. Games. Call of Duty: Zombies. 2009-11-16. Activision Publishing, Inc.. 4.99. Games. Family Feud™. 2009-12-16. Ludia. 4.99. Games. The Oregon Trail. 2009-03-27. Gameloft. 4.99. Games. The Sims 3 Ambitions. 2010-09-16. Electronic Arts. 4.99. Games. UNO™. 2008-11-16. Gameloft. 4.99. Games. Words With Friends. 2009-07-19. 4.99. Games. Infinity Blade. 2010-12-09. 5.99. Games. SCRABBLE. 2008-07-11. Zynga Inc. Chair Entertainment Group, LLC Electronic Arts. 5.99. Games. The Sims 3. 2009-06-02. Electronic Arts. 6.99. Games. Angry Birds Free. 2011-01-05. Rovio Entertainment Ltd. Free. Games. Angry Birds Rio. 2011-03-22. Rovio Entertainment Ltd. Free. Games. Cut the Rope Free. 2010-10-07. Chillingo Ltd. Free. Games. Stick Stunt Biker Virtual Families. n. Phase 10. sit. Nat. Doodle God™ Monkey Preschool Lunchbox OvenBreak. 政治大. er. ‧ 國. Moto X Mayhem NBA JAM by EA SPORTS™ Peggle. 36. 1.99. Games Games.

(38) Fruit Ninja Free. 2010-12-20. Halfbrick Studios. Free. Games. Jetpack Joyride. 2011-09-01. Free. Games. PAC-MAN Lite. 2008-10-18. Free. Games. Solitaire. 2010-03-18. Halfbrick Studios NAMCO BANDAI Games MobilityWare. Free. Games. Temple Run. 2011-08-04. Imangi Studios, LLC. Free. Games. Unblock Me FREE. 2009-05-16. Kiragames Co., Ltd.. Free. Games. Words With Friends Free. 2009-07-19. Zynga Inc.. Free. Games. Zombie Highway. 2010-08-27. Auxbrain, Inc.. Free. Games. MusicID with Lyrics Ringtone Designer Pro Create Unlimited Ringtones, Text Tones, Email Alerts, and More! I Am T-Pain 2.0 Ultimate Guitar Tabs largest catalog of songs with guitar chords, tabs and lyrics TuneIn Radio Pro iHeartRadio - Free Music & Internet Radio Pandora Radio Ringtone Maker - Make free ringtones from your music!. 2009-06-25. Gravity Mobile. 0.99. Music. 2010-07-31. BLACKOUT LABS. 0.99. Music. 2009-09-04. Smule. 2.99. Music. Ultimate Guitar. 2.99. Music. 3.99. Music. Free. 學. Music. 2008-07-11. TuneIn Clear Channel Management Services, LP Pandora Media, Inc.. Free. Music. 2010-09-15. Zentertain Ltd.. Free. Music. Shazam. 2008-07-11. Free. Music. 2011-04-19. TuneIn. Free. Music. Free. Music. VEVO. Free. Music. 2010-07-30. Occipital, Inc.. 0.99. Photo & Video. Color Splash. 2009-02-15. Pocket Pixels Inc.. 0.99. Photo & Video. Diptic FACEinHOLE - Who do you want to be today? Hipstamatic. 2010-06-23. Peak Systems. 0.99. Photo & Video. 2009-07-12. Lisbon Labs. 0.99. Photo & Video. 2009-12-10. Hipstamatic, LLC. 0.99. Photo & Video. PicFrame. 2011-05-03. ActiveDevelopment. 0.99. Photo & Video. Camera+. 2010-06-07. tap tap tap. 1.99. Photo & Video. iMovie. 2010-06-24. Apple. 4.99. Photo & Video. Adobe Photoshop Express FX Photo Studio: pro effects & filters, fast camera plus photo editor Instagram. 2009-10-09. Adobe. Free. Photo & Video. 2009-04-29. MacPhun LLC. Free. Photo & Video. 2010-10-06. Burbn, Inc.. Free. Photo & Video. Pic Collage. 2011-07-13. Cardinal Blue. Free. Photo & Video. al. n. TuneIn Radio VEVO - Watch Free HD Music Videos, Live Concerts, Original Shows & Discover New Artists 360 Panorama. y. Spotify Ltd.. Music. sit. 2011-07-14. Free. er. 2010-04-27. Shazam Entertainment Ltd. SoundHound, Inc.. ‧. ‧ 國. 2008-10-07. io. Spotify. 立. 2009-09-03. Nat. SoundHound. 政治大. 2010-03-16. Ch. 2010-08-18. n U engchi. 37. iv.

(39) Alarm Clock Pro. 2009-11-05. iHandy Inc.. 0.99. Utilities. Flashlight ®. 2010-07-07. i4software. 0.99. Utilities. iHandy Carpenter Skyfire Web Browser Your Path to Flash Video on iPhone 5-0 Radio Police Scanner Lite (Free) Find My iPhone. 2008-10-17. iHandy Inc.. 1.99. Utilities. 2010-11-03. Skyfire Labs, Inc.. 2.99. Utilities. 2010-02-18. Smartest Apps LLC. Free. Utilities. 2010-06-18. Apple. Free. Utilities. Flashlight ∞. 2010-06-05. iHandy Inc.. Free. Utilities. iHandy Level Free. 2008-12-22. iHandy Inc.. Free. Utilities. QR Reader for iPhone ShopSavvy (Barcode Scanner and QR Code Reader) Speedtest.net Mobile Speed Test textPlus Free Text + Calls : Free Texting + Free Phone Calling + Free International Messenger. 2010-05-02. TapMedia Ltd. Free. Utilities. 2009-11-17. ShopSavvy, Inc.. Free. Utilities. 2009-01-04. Ookla. Free. Utilities. 2009-06-01. textPlus, Inc.. Free. Utilities. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 38. i n U. v.