| 摘要: | 隱形眼鏡作為一種視力矯正和美容產品，其市場需求受到近視人口增加和美瞳市場的推動。科技的進步和3C設備的普及也是影響隱形眼鏡產業發展的重要因素。
隱形眼鏡產業是一個全球化的市場，由美國的嬌生 (Johnson & Johnson) 、愛爾康 (Alcon) 、酷柏 (Cooper Vision) 及博士倫 (Bausch & Lomb) 等，國際四大品牌主導，其全球市占率超過90%以上。這些品牌不僅提供各種類型和功能的隱形眼鏡，也開發了符合不同地區人群眼球特徵和喜好的產品，以滿足全球消費者的多元需求。
台灣是全球隱形眼鏡的主要生產基地之一，其產品品質、技術、創新和服務都得到了國際市場的認可。台灣隱形眼鏡的出口市場主要集中在亞洲，以日本和中國為最大的兩個市場。台灣廠商提供了各種類型和功能的隱形眼鏡，並開發了符合亞洲人眼球特徵和喜好的美瞳產品。在2021年，台灣隱形眼鏡的出口額達到了5.3億美元。
本論文將以產業經濟學的「結構—行為—績效 (Structure-Conduct-Performance, S-C-P)」分析架構，來探討全球隱形眼鏡產業的基本條件、政府政策、市場結構、廠商行為與產業績效，分析探討隱形眼鏡產業的發展與未來趨勢。
研究結果顯示，在隱形眼鏡產業的市場結構中，隱形眼鏡產業屬於眼科醫療器材產品，進入門檻高。全球隱形眼鏡市場由國際四大品牌主導，呈現「高度寡占」現象，大廠透過大規模生產降低成本，並透過專利與技術門檻阻止後進廠商取得市場優勢。台灣隱形眼鏡產業全球市占率不到5%。進入市場的障礙包括市場寡占、原物料供應、產品規格複雜等因素，市場的進入障礙較高，短期間較難改變。儘管如此，由於產品高度客製化及利基產品需求，台灣廠商在市場中仍有獲利空間。
在廠商行為方面，廠商的議價能力受到產業集中度、產品替代性等因素影響。台灣廠商可透過市場區隔、開發新產品、利基產品、自有品牌等策略，提高產品品質及安全性。競爭策略則包括產品價格競爭、品牌建立、客戶服務、產品廣告與行銷等，以提高市場占有率。
從經營績效來看，國際大廠在市場發展較早，擁有更多的產品專利和生產技術。台灣隱形眼鏡廠商的經營規模、全球市占率也都還低，雖然具有優秀的製造能力和創新產品，但仍難與國際大廠競爭。各家廠商的經營數據差異都不大，也可能表示各家廠商生產的產品、行銷策略、客戶群及經營策略等都很相近。台灣廠商必須創新產品做出市場區隔，繼續加強研發和品牌行銷，提升產品附加價值和差異化，以應對競爭和消費者需求，才有機會與國際大廠為鄰，搶占全球市場。;Contact lenses serve as both vision correction tools and cosmetic products, with market demand driven by the increasing prevalence of myopia and the popularity of colored contact lenses. Technological advancements and the widespread use of digital devices are also significant factors influencing the contact lens industry.
The contact lens industry is a global market dominated by major international brands such as Johnson & Johnson, Alcon, CooperVision, and Bausch & Lomb, which together hold over 90% of the global market share. These brands not only offer a variety of types and functions of contact lenses but also develop products that cater to the ocular characteristics and preferences of different regional populations, meeting the diverse needs of consumers worldwide.
Taiwan is one of the major manufacturing bases for contact lenses globally, recognized for its product quality, technology, innovation, and service. Taiwan′s contact lens exports are primarily concentrated in Asia, with Japan and China being the largest markets. Taiwanese manufacturers offer various types and functions of contact lenses, including colored lenses designed for the Asian eye characteristics and preferences. In 2021, Taiwan′s contact lens exports reached $530 million USD.
This thesis employs the "Structure-Conduct-Performance (S-C-P)" framework of industrial economics to explore the fundamental conditions, government policies, market structure, firm behavior, and industry performance of the global contact lens industry, analyzing its development and future trends.
The research findings indicate that the contact lens industry, as part of the ophthalmic medical device sector, has a high barrier to entry. The global market is dominated by the four major international brands, presenting a highly oligopolistic scenario where large manufacturers reduce costs through mass production and use patents and technological barriers to prevent new entrants from gaining a market advantage. Taiwan′s global market share in the contact lens industry is less than 5%. Barriers to market entry include oligopoly, raw material supply, and complex product specifications, making it difficult to change in the short term. Nonetheless, due to the high customization and niche product demand, Taiwanese manufacturers still have profit margins in the market.
In terms of firm behavior, the bargaining power of manufacturers is affected by industry concentration and product substitutability. Taiwanese manufacturers can improve product quality and safety through market segmentation, new product development, niche products, and own-brand strategies. Competitive strategies include product price competition, brand building, customer service, and product advertising and marketing to increase market share.
From a performance perspective, international major manufacturers, being early in the market development, possess more product patents and production technology. Although Taiwanese contact lens manufacturers have excellent manufacturing capabilities and innovative products, they still struggle to compete with international giants. The operational data among manufacturers does not vary significantly, suggesting that the products, marketing strategies, customer bases, and operational strategies of the manufacturers are quite similar. To compete effectively and meet consumer demands, Taiwanese manufacturers must innovate and differentiate their products, continue to enhance R&D and brand marketing, and increase product value-added to seize a share of the global market. |
