| 摘要註: |
2014年全球光電產業總產值5,766億美元,台灣光電產業產值約占12%,近年來,全球LED元件區域產業規模變化甚大,其中又以中國成長最為迅速。由於中國本土LED廠崛起,美國大廠如科銳(CREE)在LED元件產值上已有所衰退。韓國則是因顯示器占比較高,以及三星(Samsung)退出LED照明成品事業等問題,以致整體產值下滑。台灣表現有兩位數成長,狀況尚可;日本方面雖成長較小,但日亞化學(Nichia)也有兩位數成長,表現不俗。整體來說,中國企業與國際各廠差異將愈拉愈大,未來中國LED廠發展將會更加耀眼。台廠在面對中國市場崛起及企業競爭的環境下,應該思考更多彈性空間與合作模式。本研究採用Brandenburger and Nalebuff的競合策略為理論基礎,對個案公司進行現狀策略分析,並根據深度訪談所蒐集的資料分析結果,提出個案公司在未來適合且可行性較高的營運策略建議,以便提升其競爭優勢。研究結果發現,個案公司在價值網五個角色中,其企業核心價值與未來發展上以合作導向的開放心態進行整體產業鏈的持續發展。在虛擬垂直整合(Virtual Vertical Integration)的策略之下,透過協同開發服務(Co-activation Service)的模式來創造個案公司、客戶、供應商間的共同利益與發展。而現況雖然與中國大陸企業以競爭導向為主,但未來進軍國際市場,朝向合作是一種充滿想像的空間與展望。 In 2014, the output of global optoelectronic industry is USD576 billion, among which Taiwan accounted for 12%. In recent years, the regional industry scale of LED components changes significantly with China growing the most rapidly. Owing to the growth of local Chinese LED factories, LED component output of the American factories such as CREE has been declining. As of Korea, the falling of its overall output results from its high percentage of display and other issues like Samsung backing out from LED lighting product business. The situation in Taiwan appears to be fair with two-figure growth. Though Japan grows relatively slowly, Nichia has won two-figure growth, which is quite good. On the whole, as the disparity between Chinese enterprises and international factories becomes increasingly bigger, the future for the development of Chinese LED factories will be even brighter. Facing the rising of Chinese market and under such competitive environment, Taiwanese factories shall think more about flexible space and cooperation mode. This research, adopting co-competition by Brandenburger and Nalebuff as its theory basis, conducts analysis on individual company's current situation and their strategy. It also proposed highly feasible operation tactics that fit for individual company in the future to enhance its competitive advantage. Findings of this research indicate that the individual company, among the five roles of value net including the company, supplier, customer, partner, and competitor, is holding an open attitude with collaboration-oriented key value for future development, striving to continue its constant development in the whole industrial chain with all others. Under the strategy of Virtual Vertical Integration and through co-activation service mode, the research creates common interests and development among individual company, customer, and supplier. Although the current situation is dominated by the competition with mainland Chinese enterprises, but advancing to the international market in future, trend towards cooperation is a vision full of imagination. |