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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63905


    Title: 聚光型太陽能產業進入策略之探討—以B公司為例
    Authors: 張志芳;Chang,Chih-fang
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 產業環境分析;策略規劃;聚光型太陽能(CPV);concentrating photovoltaic (CPV);industry analysis;strategic planning
    Date: 2010-03-22
    Issue Date: 2014-05-08 15:36:21 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 歷經金融風暴的洗禮,太陽能光電產業依舊是全球潔淨能源中最受矚目的產業之一,太陽能產業目前依舊處於高需求、高成長的時期。而個案公司進入聚光型太陽能產業,是從建置與生產成本分析、進入技術評估與SWOT分析後,決定跨入此產業,而後按照其策略規劃,進入聚光型太陽能產業鏈。本研究希望藉由產業環境分析與個案分析,來尋找聚光型太陽能產業的利基點,與其事業部在聚光型太陽能產業鏈的發展與成長過程,找出未來的可行方案或策略。
    本研究架構主要參考Porter(1980)的產業分析做為理論基礎,以個案B公司為研究對象。首先進行太陽能光電產業的探討,了解目前太陽能光電產業的概況與總體環境分析,以及太陽能光電產業的發展趨勢,同時進行三種太陽能的產業生命週期分析。接著採用Hill & Jones(1998)的資源與能力理論,深入研究個案公司在資源的投入與公司的核心能力,與其決定進入聚光型太陽能模式後,依照策略規劃與市場發展進行分析與研究。
    在經過深入的產業環境分析與個案分析後,本研究可得到以下的結論:一、影響太陽能產業的因素為政府政策、經濟環境、石油價格與科技技術。二、1990年公用電力併聯之太陽光發電系統技術成熟,讓太陽能產業的生命週期進入成長期。而聚光型太陽能產業的生命週期,還是處於萌芽期。三、聚光型太陽能在高轉換率與高溫的環境下使用是有利基點,且可找到屬於它的利基市場。四、聚光型太陽能持續降低成本,未來競爭優勢將得以浮現。五、個案公司順利進入聚光型太陽能產業,符合Hill & Jones的資源與能力理論。六、發展商業模式(Business Model),建立企業獲利方程式。本研究對太陽能光電產業的建議為:(一)、完整的產業鏈整合。(二)、建立獲利的商業模式。對於個案公司的建議為:(一)、資源範圍擴及子公司。(二)、市場挑戰者策略的運用。(三)、風險管理的建立。
    ;After the recent global financial crisis, photovoltaic is still one of the most worth watching industry of world’s renewable energy. Photovoltaic industry is currently still in the high demand and high growth stage. In the case of this research, the subject company decides to enter into the concentrating photovoltaic (CPV) industry, through manufacturing plant construction plan, production cost analysis, technology evaluation and SWOT analysis. Subsequently, the subject company enters the CPV industry’s industrial value chain according its strategic planning. The author wishes to search the key successful factors of the CPV industry through market and competition analysis to also find the future feasible solutions or strategies through the subject company’s business development and growth process.
    This research is structured according to Porter’s (1980) industry analysis as the base and using case company B as the primary research subject. First, the research will go through the whole photovoltaic industry study and understand the overall industry development and future trend outlook. The research will analyze the industry life cycle for the three main photovoltaic technologies at the same time. It will then use the theory of resource and competency by Hill & Jones (1998) to examine the subject company, consequently, to investigate its strategic plan and market development after deciding to enter the CPV industry.
    After a thorough investigation in the overall industry and case study of the subject company, this research can summarize and make the following conclusion: (1) The major factors that could affect the photovoltaic industry are government policy, economical environment, oil price and technological advancement. (2) The grid-tied technology for photovoltaic system has matured in 1990 and allowing the industry to move to growth stage. CPV’s industry life cycle, however, remains still in the embryonic stage. (3) CPV can be successful in the high temperature and high energy conversion environment. (4) The future for CPV looks bright as long as its total cost of ownership keeps falling. (5) The subject company in the research successfully enters into the CPV industry and fully matches the resource and competency theory of Hill & Jones. (6) Development of the right CPV business model and building the right profit model for the company. This research has the following recommendations for the photovoltaic industry: (1) Operation of the complete integration of industry value chain. (2) Creation of the profit model for the company. It also has the following recommendations for the subject case company: (1) Subsidiary involves in the boundary of the resource expand. (2) Operation of strategy for the new market entrants. (3) Creatation for the risk management.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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