台灣隱形眼鏡產業經營策略與企業價值分析 –以個案A及B公司為例 ; The managerial strategy and corporate value of Taiwan contact lens industry illustrated by example of Case A company and Case B company

NCUIR > School of Management at National Central University > Executive Master of Finance Management > Electronic Thesis & Dissertation > Item 987654321/48874

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/48874

Title:	台灣隱形眼鏡產業經營策略與企業價值分析 –以個案A及B公司為例;The managerial strategy and corporate value of Taiwan contact lens industry illustrated by example of Case A company and Case B company
Authors:	李易諺;Yi-Yen Li
Contributors:	財務金融學系碩士在職專班
Keywords:	商業模式;隱形眼鏡;策略價值分析;contact lens;business model;strategic value analysis
Date:	2011-07-22
Issue Date:	2012-01-05 15:08:46 (UTC+8)
Abstract:	隱形眼鏡歸類於醫療器械，各國皆針對製造及販售訂有相關規定，而整個產業由美商四大廠寡佔，市佔率高達九成以上，唯近年來台灣精華光學異軍突起，搶佔全球第五大製造商，營收及獲利呈現跳躍式成長，也吸引了台灣電子大廠積極投入。本研究以個案研究的方式探討隱形眼鏡產業的經營策略及價值分析，首先探討整個產業的獲利機會與威脅，針對個案公司，本研究採用商業模式的分析架構，針對A、B公司的商業模式進行探討與比較，比較二家公司的經營績效與競爭優勢，最後以SWOT分析為A公司提出未來策略發展建議，並進行A公司的企業價值評價。由研究中發現，因全球所得的持續成長、新興市場興起及特殊鏡片的發展，產業前景看好。唯台灣廠商的投入，對於未來的毛利率是一個隱憂。而如何確保消費者的配戴安全，亦為整個產業的重要課題。B公司商業模式的各項條件配合良好，加上掌握水藍拋棄式鏡片的市場機會，成長迅速。A公司以彩色片為主的產銷策略，市場整體規模較小加上策略失當，經營績效遠落後於B公司。藉由進行A公司的企業價值評價結果可以發現，A公司如能確實進行策略調整，未來在彩色片的利基市場中仍有機會取得營收及獲利的成長，其中材料及製程開發，全面發展自動化策略對創造個案公司價值的可行性較高，於中國發展自有品牌，日本及歐洲拓展OEM/ODM市場策略對創造個案公司價值的貢獻度較大。 Contact lens are medical devices and every country establishes rules to manage their manufacturings and sales. Four American firms is dominating the whole industry with more than 90% of market share. Recently, St. Shine Co. Ltd., a Taiwan-based company, appears in the market all of a sudden and ranks number 5 in the industry. The firm has been growing on the hop in revenues and profits. This seemingly high profitable business has attracted many Taiwan electronic companies to move into the industry. This study utilizes a case study method to investigate the managerial strategy and corporate value in contact lens industry. First, it explores the opportunities and threats in the industry. Second, it adopts the business model framework proposed by to make a comparison of the performance and competitive advantage between Firm A company and Firm B. Finally, the SWOT analysis is employed to suggest the future strategic development and to assess the enterprise value of Firm A. The findings of this syudy are as follows. The future of the contact lens industry seems to be very promising for the consecutive increase in global income, the growth of emerging markets, and the technological breakthrouth of special lens. Neverless, the gross profit could drop quickly because Taiwan companies have thrown themselves into the industry. In addition, the assurance of wearing security for consumers is another important issue for the industry. Firm B produced its rapid growth with a sound business model which captures the demand opportunity of Aqa disposal lens. On the other hand, Firm A, featured in colored lens, underperforms Fimr B because of the small market size. Firm A still has a chance to create its enterprise value and sustain in the industry, if it brings automation in material and production process, develops its own brand and extending its OEM/ODM market in Japan and Europe.
Appears in Collections:	[Executive Master of Finance Management] Electronic Thesis & Dissertation

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