| 摘要: | 近十餘年來隨著投影機技術的提升，產品價格下降，個人電腦的快速發展、多媒體簡報的盛行，以及視聽播放設備的普及，使得投影機被廣泛的運用在各個領域，大幅擴展了投影機市場的發展，台灣許多擁有光學技術或視訊產品相關技術的廠商，相繼投入投影機產業，帶動整個產業的發展，而成為全球投影機的重要供應商。本研究是以個案公司為案例，探討過去投影機產業的發展趨勢，同時分析在市場環境變動下，個案公司投影機新事業，如何調整其經營策略，建立各個成長階段的事業策略目標，發展相對應的技術策略，建構完善的產品研發流程，並調整組織架構提供必要的資源，以因應市場環境的改變及同業間競爭，滿足目標顧客的需求，形成企業的競爭優勢。 個案公司為降低對少數產品的依賴，尋求下一波成長的動能，積極投入投影機新事業的發展，並以小型購併再加上內部發展的模式進入市場，兼顧了短期的進入速度，以及長期自有核心技術能力的培養。經由個案公司各成長階段策略的探討可知，事業策略決定企業如何在產業中，滿足顧客創造價值，形成競爭的能力，而事業策略必須透過技術策略、組織策略等功能策略，使策略與執行力相結合，才能創造策略的價值。在擬訂事業策略時，必需審慎思考關鍵技術或零組件之掌握；早期進入市場，取得暫時的寡佔優勢，是最有機會成功的經營模式；集團公司內各事業部門目標不盡相同，唯有透過總體策略或高階經營層級的整合，才能發揮集團內跨事業部門之間的綜效。個案公司早期佈局高階專業投影機市場，創新研究取得技術優勢，創造產品的附加價值，並以供應鏈的垂直整合，取得市場的優勢地位。Over the past decade, the projector has come to be used widely in many fields, which makes the great development of the projector market. This rapid change is due in part to the improvement of various technologies used in projectors, the decreasing prices, rapid growth of personal computers, many new multimedia presentations, and the popularity of AV devices. Numerous manufacturers with either optical or video production techniques in Taiwan stepped into the projection industry one after another, and brought the whole industry to expand. This group of companies’ has consequently become the main suppliers of projectors around the globe. This study focuses on the growing trends of the projector industry over the past years, based on case study of the certain company. Simultaneously, the research looks into how the case company responded to the changes in the market and the competition between their counterparts. From making adjustments to their operating strategies, building up tactical objectives, coming up with corresponding technical plans, establishing a completed process of R&D to the last one, revising their internal structures to supply the needed resources. These actions were meant to accommodate the customer requirements and to form advantages in competing with others. In order to reduce the dependence on few product lines, the case company sought for the momentum which can bring the enterprise to the next wave of growth by devoting themselves into the projector industry, a new business development. The case company penetrated into the market by means of small-scaled commercial acquisitions as well as internal development. Both of which, speed up short-term results and cultivate core technical abilities of their own in the long run. Through the investigation of the case company’s business development strategies from different periods, it was learnt that business strategies would determine how the enterprise reach the customer satisfaction via creating self-value and build up abilities to compete in the industry. However, business strategies must be realized with the full plan execution through technology strategies and organizational strategies, or the functional strategies. This is how the value of the business strategy is created. While drawing up the business strategy, careful consideration should be given to the domination of core techniques and the control of key components. Entering the market in the early stage would take advantage of temporary oligopoly that stands the better chance to succeed in the business operation. Differences can be seen in various departments in a company. Only when managers utilize superior overall strategies, will the coordinated effects be seen among different internal sectors. The case company participated and manipulated the high end premium professional projector market at the early stage, obtained the technical predominance through R&D process, created the value-added of products and also integrated supply chain vertically. It is these actions that earned the company the dominant positions in the market. |
