台灣太陽能廠面對全球競爭的企業模式與經營策略-以茂迪和綠能為例;The Business Models and Strategies of Solar Companies of Taiwan under Global Competition: Case Study of Motech and GET

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題名:	台灣太陽能廠面對全球競爭的企業模式與經營策略-以茂迪和綠能為例;The Business Models and Strategies of Solar Companies of Taiwan under Global Competition: Case Study of Motech and GET
作者:	謝育昇;Yu-Sheng Hsieh
貢獻者:	財務金融研究所
關鍵詞:	太陽能產業;經營策略;企業模式;價值創造;茂迪;綠能;PV Industry;Business Model;Strategy;Value Creation;Motech Technology;GreenEnergy Technology
日期:	2009-06-23
上傳時間:	2009-09-22 14:44:04 (UTC+8)
出版者:	國立中央大學圖書館
摘要:	自從石油危機以來，人類不斷尋找足以替代石油的能源，太陽能即是眾多替代能源之一。隨著京都議定書的生效，世界各國在減低碳排放量的要求下，全力發展太陽能產業。日本與德國在政府大力推動政策性的補助之下，造就了全球最大的太陽能安裝市場，促使兩國太陽能產業的蓬勃發展，同時也產生許多國際性的領導廠商。新興國家如中國、印度、韓國、以及台灣也都積極佈局太陽能產業。我國政府亦於2009年將太陽能及LED產業列為下一個兩兆雙星的重點產業。面對激烈的競爭環境，台灣的太陽能廠商如何因應是一個非常重要的議題。企業模式、經營策略、與組織為企業價值創造的主要根基。本研究的目的在於探討台灣太陽能廠商應採取甚麼企業模式及經營策略，在全球競爭環境之下脫穎而出。本研究先以鑽石模型，分析台灣在太陽能產業中的競爭優勢。其後，再以茂迪與綠能為例，利用五力模型與核心競爭力模型，分析、比較兩家公司的企業模式與經營策略的異同，並探討兩家公司所採取的企業模式和經營策略與企業價值創造之間的關係。本研究結果發現，以企業模式的四個要素來看，雖然個案公司的企業模式類似，但是經營策略卻大不相同，茂迪的經營策略朝向垂直整合發展，而綠能則是往多角化方向發展，這個現象與企業本身所面臨的外在環境與內在優勢息息相關。最後，本研究以財務分析以及價值評估的角度，比較二者的差異，並針對台灣太陽能廠在全球競爭環境之下應如何改變其企業模式及經營策略提出建議。 Since Oil Crisis, people unceasingly look for some energy to substitute for oil, and PV is one of alternative energy sources. After the Kyoto Protocol the Kyoto officially entered into force, all countries in the world have been restrained to make carbon dioxide, and make efforts to develop PV industry. The governments use corresponding energy policies to provide a lot of subsidies. It made Japan and Germany become the biggest consumer markets in the word and their PV industries soared at the same time. Many international plants were established in these two countries. Emerging countries, like China、India and Korea, also develop PV industry. How to face this keen situation is an important issue for the solar companies in Taiwan. The purpose of this study is to discuss which business model and strategy should these companies in Taiwan .It can make Taiwan stand out under global competition. At first, I use Diamond Model to analyze the competitive advantage of Taiwan in PV industry. Then, I take Motech Technology and Green Energy Technology for examples and use case study, including the Five Force Model and Core Competence Model, to realize business model and strategy of each company. I also discuss the relation among business model、strategy and value creation. According to my finding, each company in this case has similar business model based on the four factors of business model, but their strategies are so different. They are quite based on their own external situation and inner skill. Motech Technology chooses vertical integration, but Green Energy Technology chooses diversification. Finally, I compare the difference between these two companies in the views of financial analysis and valuation and suggest how to change their business models and strategies.
顯示於類別:	[財務金融研究所] 博碩士論文

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