| 摘要: | 一家在 35 年前成立的日本中小企業 - 日本 T 公司，在動盪 20 年的平面顯示器產業、競爭激烈的一片紅海中，努力求生存。
隨著平面顯示器的發展歷程，從 TN/STN、TFT 到現在的 OLED，甚至 QLED、micro LED，LCD 模組段設備商日本 T 公司陸續在韓國、台灣、中國設立公司，以對應客戶的需求；其間歷經了全球金融海嘯、韓國公司分家、面板大廠整併、然後是面對來勢洶洶的後進廠商，他們以破壞式創新的方式進入市場，瓜分獲利後，日本 T 公司採取什麼策略因應？
目前全球的 LCD 面板生產地有 90% 以上都集中在日本、韓國、台灣及中國，尤其是現在中國市場崛起，不論是面板廠或是設備商，都可以得到中國政府的高新科技補助，許多公司如雨後春筍般出現，所以競爭越趨激烈。
以 Potter 五力分析日本 T 公司，觀察產業結構並找出威脅獲利之處，研究 日本 T 公司的產業環境及競爭策略，找出適合公司永續經營的發展方向。;A Japanese small and medium-sized enterprise, Japanese T Company, established 35 years ago, strives to survive in the turbulent 20-year flat-panel display industry and in the fiercely competitive Red Ocean.
With the development of flat panel displays, from TN/STN, TFTs to current OLEDs, even QLEDs, micro LEDs, and the equipment supplier of LCD module seg-ment, Japanese T company has successively established companies in South Korea, Taiwan, and China, to match the needs of customers; After the financial crisis of 2007-2008, the separation of Korean company, and the merger of panel makers, and then faced with menacing and backward vendors, they entered and shared the market in a disruptive and innovative way. What strategy should Japanese T company take?
At present, more than 90% of the LCD panels are concentrated in Japan, South Korea, Taiwan and China, especially now that the Chinese market has risen. Both panel makers and equipment manufacturers can receive high-tech subsidies from the Chinese government. Many companies have mushroomed. More competitors.
Japanese T company analyzes and observes the industrial structure with Porter five forces analysis and finds out the place that threatens profitability. To find out the suitable direction for the company′s sustainable development. |
