| 摘要: | 被動元件產業在電子工業中佔有不可或缺的地位，舉凡家電、3C、工程電子設備、汽車甚至航太與軍工產業等，都一定得使用到被動元件，只是隨著應用產業的不同，會有些特性上的差異。被動元件產業從2000年各廠營收達到頂峰後，臺灣有大量新投入公司爭相生產，後因為價格崩跌，隨之而來是由國巨與華新科技兩大集團公司主導的競爭與併購，隨著大環境的變化與紅色供應鏈的崛起，近年來又轉向朝利基產品發展，以及改善財務結構的方向進行，競相減資以換取更大的營運利益。相較之下二線的被動元件廠商在這樣的競爭環境下就形成了更大的挑戰，故本研究是針對台灣被動元件二線業者在面對全球化的競爭壓力，特別是來自於紅色供應鏈的低價產品，與如何在一線廠商的環伺之下，探討企業如何還能運籌帷幄，掌握先機，並保持競爭優勢。
本研究採用個案研究法，以台灣被動元件廠P公司為研究對象，以五力分析及SWOT競爭策略矩陣分析來探討其經營策略，並藉由觀察和次級資料的蒐集，分析與探討個案公司在競爭激烈的環境中，其經營管理及發展策略之關鍵成功因素為何，並針對個案分析結果，提出對個案公司建議新商業模式及被動元件相關廠商在未來制定經營策略與行動方案的建議。
一、 個案公司可藉由集團通路優勢，以集團公司現有客戶群來銷售個案公司的特殊規格產品、這樣可以很快速的增加個案公司營收，也能幫助集團公司增加收入，形成互助互利、雙贏的結果。
二、 個案公司可以借由本身材料的開發能力以及客製品代工能力，與各項產品認證之優勢，透過世界各大代理商，來執行客製化產品的代工生產，這部分可大幅提升個案公司營收及獲利。;Passive components industry in the electronics industries occupies an indispensable position. Home appliances, 3C, engineering electronic equipments, cars and even the aerospace and military industries have to use passive components, but in applications with different characteristics. Since the revenue of the passive components industry reached its peak in 2000, many companies has invested heavily to expand their production capacities, followed by several acquisitions led by two major competing firms. In recent years, with the change of the economic environment and the rise of the “red supply chain,” Taiwan passive components companies have switched to the development of niche products and the improvement of the financial structure, competing to reduce capitals in exchange for greater operational revenue. Consequently, smaller manufacturers would face a greater competitive environment. This study focuses on how smaller manufacturers of passive components in Taiwan, facing the pressure of global competition, can map out strategies, grasp opportunities as well as keep the competitive advantages, in the surrounding of the first-tier big manufacturers, especially those from the “red supply chain” who offer low pricing products.
By the case study of P Company, a passive components manufacturer in Taiwan, Porter five forces analysis and SWOT analysis are used to analyze its business strategies. In addition, the key success factors of the case company’s business management and development strategy in the competitive environment are analyzed and explored with secondary data. The results of the analysis suggest, a new business model for the case company. Business strategies and action plans are also proposed for the related passive components manufacturers in general. The main implications of the study are:
1. The case company can take advantage of the channels of its industry group. Selling products with special specifications to the existing customers in the group increases the revenue rapidly for both the case company and its group, resulting in a win-win mutual benefit
2. The case company can utilize its capability of developing materials and customizing products more fully. With the advantage of various certified products, through the major agents in the world, the case company can customize production as an OEM and thereby increase its revenue and profit. |
