台灣新創LED封裝廠的經營模式─以U公司為例;none

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/55031

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/55031

Title:	台灣新創LED封裝廠的經營模式─以U公司為例;none
Authors:	陳政敏;Chen,Cheng-min
Contributors:	管理學院高階主管企管碩士班
Keywords:	SWOT分析;經營模式;產業分析;發光二極體（LED）;SWOT Analysis;Business Model;Industry Analysis;Light Emitting Diode (LED)
Date:	2012-07-16
Issue Date:	2012-09-11 19:15:23 (UTC+8)
Publisher:	國立中央大學
Abstract:	由於全球暖化、以及油價高漲問題日漸受到重視，在替代能源的發展尚未成熟之際，如何更有效率的運用有限能源，以及如何減少使用能源或發電時創造的環境污染，將更需擁有全面性的思維。發光二極體(LED)比傳統的光源技術，更具備了多彩、壽命長、低污染及節能省電的優點，從過往一個普通的電子零件變成新興的下一代光源和高速成長的產業。在台灣經濟起飛時，科技產業的龍頭一直是半導體。在早期國內生產LED的廠商以中游製晶廠及下游的封裝廠為主，隨著多項LED專利權保護期限即將到期，台灣在此產業的發展空間將可望擴大。有鑑於此，台灣廠商應強化技術能力與關鍵材料的掌握程度，以利未來產業轉型。本研究主要探討在竸爭激烈的LED照明市場中，分析新進企業如何運用其內部資源及競爭力，並配合供應鏈的分析尋求針對個案公司最有利的經營策略。本研究採用個案分析法，透過蒐集與彙整相關文獻資料及官方所公布之次級資料進行初步分析，並進一步針對個案公司之高階經營管理者進行深入訪談，根據研究結果發現公司的核心經營模式共四項：1.終端客戶策略合作2.立足台灣，佈局大陸市場3.產品差異化，開發利基市場4.高附加價值服務。本研究針對LED產業發展趨勢獲得四項結論，第一項上、中、下游專業分工，發展競爭優勢，第二項及時反應市場需求，採用成本領導策略，第三項產品/產業國際化，創造差異化價值，第四項人才的培育，學習創新價值。綜合本研究針對個案公司的資源與能力、經營模式因素等進行分析與探討，提出四項實務上之建議，首先尋求策略聯盟夥伴與專利使用權，其次是市場預測的速度及準確性，再者，應積極市場佈局，建立競爭優勢，最後要爭取經費補助，致力降低成本。Not only has the traditional lighting consumed energy also not the environmental. It consumes and wastes our limited electricity generation resources. LED (Light Emitting Diode) is one of green products which be used generally. In recent years, following the changing face of the market worldwide, LED industry is increasingly shifting the center of their development to China. Taiwanese firms in the same field face increasingly fierce competition, which in turn forces them to rapidly adapt to changing market structures. People's living standard increasingly cause LED market demand rise. High purchasing power led to demand for products of high quality and marketing technique upgrades.The main purpose of this study is to consider the business environment and development trends of LED industry in Taiwan, and to analyze the case firm business model and resource capacity that the case firm have adopted to deal with the challenges brought on by changing trends in the business environment along with a summary of what factors have influenced the case firms’ successes, providing industry members with reference data for planning. The research explores four factor of business Model as follow: end customer’s strategic cooperation, the layout of the Chinese market in Taiwan, Product differentiation and the development of niche markets, provide high value-added services.The case analysis method is used in this study. First conduct preliminary analysis using information gathered from related data and official secondary records, and then engage in detailed discussion with upper management representatives from the LED industry. Based on the results of our research arrive at four conclusions. First, LED are professional divisions of labor, the development of competitive advantage. Second, must rapid response to market demand, cost leadership strategy. Third, Internationalization of product and Industry, focus to create the values of Differentiation. Fourth, need to nurture talent and to learning the value of innovation.The research to provide the case firm at the following practice suggestion：The first is to seek strategic alliance partners and the right of patent to use. The second is second is the speed and accuracy of marketing forecast.. The third is to arrange the market actively and create the superiority of competition. Finally, case firm must to secure funding for grants, and efforts to reduce costs.
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