傳感器產業新事業投資與退場策略之個案研究

Abstract

物聯網的興起，對傳感器產生量與微型化的需求，而不同傳感器更需要上下游供應鏈整合完成。相對於國際傳感器大廠運用國際分工體系供應產品，亞洲區域市場卻缺少有競爭力的元件廠與供應體系。此一市場缺口提供了後進廠商的市場進入機會，但如何以有限資源快速進入，且快速達到獲利及經濟規模，而進入後又如何建立模仿障礙，甚至當競爭白熱化後，該如何退出市場，成為有趣的研究議題。本研究根據一個實際的傳感器產業的事業發展個案，進行深度的研究，探討後進廠商的市場進入策略與退出策略，期能提供電子產業關鍵零組件廠商未來的發展策略洞見。 具體而言，本研究選取敦宏科技為個案，分別進行光學傳感器產業的產業競爭分析，以及個案公司的策略分析及商業模型分析，從而完成其市場進入策略規劃。在此案例分析中，從市場浮現階段到成熟整合階段的演進過程，個案公司採取兩次不同的策略，初期運用融資當後盾，建立強大的合作夥伴關係，後期則採用併購的模式進行擴張，以建立其最優化價值網與競爭優勢。 最後，根據本研究從個案公司的學習歸納，我們認為面對不確定環境下的市場進入，廠商應該在了解商機後，進行產業與策略的分析，然後根據產業的演進歷程，調整適當的成長策略模式，掌握關鍵資源與上下游緊密合作關係，從而建立價值網的整體競爭優勢。

Due to rise of Internet of Things (IoT), the sensor miniaturization and high quality delivery requirement have pushed for sensor manufacture process full integration. As compared to international sensor suppliers and its supply chain, the market, in particular, the Asian market, is missing to have a local sensor component provider and local assembly process chain. This market void provides opportunity for new player to enter into this market. However, with limited resources, how quickly a new entrant can reach economic scale and profitability after entry into the market becomes a central challenge. In addition, after entries into the market, how one can build up its entry barrier is also critical to business sustainability. After the market has reached maturity and has become a highly competitive one, when and how the entrant should exit the market under the best condition is even important. This study conducts in-depth case studies to explore the market entry strategies and exit methods of latecomers, and to provide insights into the development strategies of key component manufacturers in the electronics industry. In this study, Dyna Image (DI) Technology was selected as the case to analyze the industrial competition of the light sensor industry, and the strategic analysis and business model analysis of DI to complete its market entry strategy planning. In this case study, as market going from initial stage to mature stag, DI adopted two different strategies, initially using financing investment as a backing, establishing a strong joint venture partnership, and later adopting a merger and acquisition model to expand Its optimal value network and competitive advantage. Finally, from DI case study, we believe that market entry in an uncertain environment, the company should analyze the industry and strategize after understanding the business opportunities, and then adjust the appropriate growth strategy according to the changing market environment. The model, mastering the close cooperation between key resources including both upstream and downstream partners, thus establishing the overall competitive advantage of the value network.