軟性印刷電路板廠商競爭策略之個案分析─以K公司為例

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题名:	軟性印刷電路板廠商競爭策略之個案分析─以K公司為例
作者:	謝經緯;Hsieh,Ching-wei
贡献者:	高階主管企管碩士班
关键词:	市場競爭;差異化;經營策略;競爭優勢;Market competition;Differentiation;Business strategy;Competitive advantage
日期:	2014-06-24
上传时间:	2014-08-11 18:32:11 (UTC+8)
出版者:	國立中央大學
摘要:	隨著3C市場趨勢的變化，新一代的智能終端設備講究輕薄、印刷電路板設計講究空間效率。在印刷電路板產業中，軟性印刷電路板 (Flexible Printed Circuit Board, FPCB) 成為可攜式移動設備的最大受益者之一。從功能型手機轉換為智慧型手機、從傳統筆記型電腦轉換為平板電腦，單一設備的軟性線路板使用量及產值都將大幅提升，設計及應用上也將取代一部分原有傳統PCB的份額。3C產品生命週期短，市場競爭激烈，即使市場需求增加，軟性印刷電路板廠商仍須面臨嚴峻的淘汰戰。本研究採個案研究法，藉由在國內軟性印刷電路板製造廠產能具規模的K公司為個案分析對象，分析探討為何K公司在FPCB市場上無法突破經營瓶頸，如何在核心技術上強化或透過市場訂單區隔以形成與競爭對手間的差異化，並運用五力分析和 SWOT 分析釐清 FPCB 產業的機會與威脅，以及個案公司的優勢與劣勢，進而提出公司未來發展的方向與經營策略的建議。　　綜合次級資料分析以及與個案公司經營決策主管深入訪談後，本研究對個案K公司提出三點管理實務上的建議：一、應專注在企業人才的培養與經營團隊建立。二、建議持續投入製程及產品研發。三、建議整併機構元件整合事業處。對於台系軟板業者，本研究亦提出下列三點管理與策略上的建議，期能提供予其他軟板相關業者一經營策略之參考模式。一、垂直整合，掌控關鍵原物料，提高成本競爭優勢。二、透過新技術的導入，建立差異化，提升競爭優勢。三、持續對產業未來發展趨勢的追蹤。;Following the development trends of 3C market, the smart terminal devices gradually stress the properties of light and thin, as well as the design of printed circuit board (PCB) emphasizes the efficient per unit area. In the PCB industry, FPCB firms have become one of the biggest beneficiaries of the mobile device market. Whether from functional phone to smartphone or from traditional notebook to tablet PC, the volume and value of FPCB used in a device will increase significantly. Design and application of the FPCB will replace part of the traditional PCB market shares. However, the lifecycle of 3C products is short, and the 3C market competition is fierce, so how to remain competitive in the PCB industry is a critical issue for FPCB firms. This study uses the case study to explore the relevant issues. The adopted case is one of the Taiwan’s FPCB firms - K Company, which has considerable FPCB capacities. The purpose of this study is to analyze why K Company encounters the bottleneck in the FPCB market and how to break the impasse. This study collected data from secondary sources and by interviewing top managers of K Company, and then analyzed the data with tools of industry analysis, including overall environmental analysis, five forces analysis, SWOT analysis, and business strategy. Finally, this study concludes with several suggestions of business strategies for K Company and other FPCB related firms, respectively. We expect that the research results can be a reference for other FPCB firms. The suggestions are as follow: For K Company, it should first focus on nurturing talents and building a solid management team. Second, it should continually invest in R&D on processes and products. Finally, K Company should consolidate the component integration division of the firm. For Taiwan’s FPCB firms, in order to control key materials and reduce production costs, the FPCB firms can conduct vertical integration. Second, in order to enhance the competitive advantage, the FPCB firms can develop differentiation by introducing new FPCB related technologies. Finally, the FPCB firms must trace the developing trends of PCB industry continually.
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