| 摘要: | 近年來韓國製造業的興起，不僅創造成功的韓國產品品牌，連帶使得專精於上游原物料產業的日本業者與專注代工生產的台灣業者經營越來越辛苦；最簡單的案例就是台灣與日本的TFT-LCD產業與DRAM產業，受到韓國廠商的創新商業模式競爭下，已顯疲態，紛紛需要政府的紓困與重整。 本研究的個案公司屬LED產業，同樣在背光源市場受到韓國廠商創新商業模式的高度競爭壓力，然而在面對LED應用於照明市場的龐大商機時，個案公司的經營階層該如何提出反守為攻的經營策略，才能在照明市場占有一席重要的地位。 企業經營成功與失敗的因素很多種，但是重要的莫過於採取有效地策略佈局與策略的執行，然這些看似簡單的佈局與執行，都與企業文化、經營理念、與創新的商業模式有密切關係。在競爭激烈的現代商業環鏡中，競爭廠商間的技術的差異性已壓縮到非常接近，企業經營所面臨的挑戰需要更快、更創新的回應方能在市場上存活。 本研究以產業分析的手法分析產業環境，與照明應用市場與背光應用市場的差異，並結合個案公司的狀況進行創新商業模式的策略提案，與可行性分析，除了可提供策略規劃之參考之外，也提供相關的照明產業資訊與分析架構作為後續研究者的參考。The rise of the Korean manufacturers in recent years has not only successfully created Korean product brands, but also resulted in a cut throat competitive market for the Japan-based manufacturers, who specialize in critical upstream components, as well as the Taiwan-based manufacturers, who are highly focused on the OEM model. This is especially true in the TFT-LCD and DRAM industries, where strong competition derived from Korean business model innovations has prompted both Taiwanese and Japanese companies in these industries to call for emergency financial assistance and loan re-structuring from their respective governments. In this study, Company A, a world class leader in chip design and manufacturing in the LED industry, is confronted with high competition in TFT-LCD backlighting, which is dominated by Korean companies. Meanwhile, the enormous business opportunities of LED’s in lighting applications is emerging. This study proposes an innovative business strategy to counter the competitive pressure in the backlight market, and to crack into the emerging lighting market. There are many factors affecting the success and failure of enterprise operations. One of the most critical factors is effective strategy deployment and execution, which are highly related to organizational culture, management philosophy, and innovative business model. In the red hot competitive environment for modern businesses, the technical advantages among leading companies have been squeezed, and almost always becomes an insignificant factor. In order to create competitive advantage, business operations face challenges of speed and innovative responses in the market. In this study, industry analysis methods are applied to analyze the LED industry, as well as the differences of backlighting and general lighting market. An innovative business model and its matching action items are designed for Company A to enter the emerging lighting market, which is originally its downstream market. A feasibility study was also conducted, and concluded feasible. The result is a recommendation for top management for Company A to enter the lighting market through virtual vertical integration. |
