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標題: | 從動態競爭思維探討LCD TV面板廠商的競爭策略
- 以H公司為例 A Study on the Competitive Strategies of LCD TV Panel Companies from Competitive Dynamics Framework – An Example of H Company |
作者: | Sheng-Kai Huang 黃勝凱 |
指導教授: | 陳鴻基 |
關鍵字: | LCD,面板,動態競爭,AMC分析,五力分析,競爭策略, LCD,Panel,Competitive dynamics,AMC analysis,Five Forces Analysis,Competitive Strategies, |
出版年 : | 2012 |
學位: | 碩士 |
摘要: | LCD面板產業是一個高度競爭且具資本密集、技術密集、人力密集之特性的寡佔產業。2008年金融海嘯襲來,需求重創,面板價格下跌,台灣面板廠商即陷入虧損。SEC與LGE兩大品牌支撐Samsung (LCD)與LGD(LG Display)面板的產能利用率,免於虧損,並藉此拉開與台灣面板廠商的兢爭差距。2011年因歐債危機,歐洲需求不振,供給大於需求,全世界LCD面板廠商皆呈現虧損。
SEC, LGE 所需面板來源,除了集團自製面板之外,25%~50%係從台灣面板廠購入,一則降低風險, 一則進行技術槓桿與競賽。大陸廠商8.5代面板工廠2011今年開始陸續投產,由於中國內需市場與內地品牌受到政府支撐對競爭態勢造成一定的影響。台灣面板廠AUO與CMI, 擁有世界第三與第四大產能,但因缺乏自有品牌支撐而對LGE與SEC之市場依賴甚重,日本面板產業則陷入絕地求生之境,Sharp 10代廠產能嚴重過剩,2012年H公司入股Sharp並掌握10代面板廠的46%持股,如此變化迅速的競爭環境下,各廠商要如何找到策略與出路? 本研究先以五力分析架構探討LCD TV產業,再以動態競爭的理論與方法“競爭者分析”,“戰略五要素分析”,“AMC分析”,進行探討H入股Sharp 之競爭策略;最後以Porter三大基本競爭策略總結TV、面板廠商之競合策略並提出預測與建議。 The LCD industry is an oligopolistic industry with highly competitive, capital intensive, technology-intensive, and labor-intensive characteristics. The market demand and panel price had declined as the financial crisis occurred in 2008. Then the Taiwan panel makers got into the red due to the Korean Brand SEC and LGE pulled back the panel orders to group-made companies as Samsung LCD division and LGD. At that time Korean makers pulled the gap up in competing with Taiwan panel makers. European debt crisis declined the European demand, and panel supply got to be greater than demand. Thus worldwide LCD makers were showing losses in 2011. In addition to Group-made panel, SEC and LGE are always purchasing 25% to 50% of panels from Taiwan makers to acquire technology and capacity leverage and making progress in competitiveness. The new G8.5 panel factories in China start coming on stream in 2011. Combined the advantages of China domestic market and supported by the China government and domestic brands, the growth trend in China must have a certain impact on the competitive situation in the future. Taiwan panel makers AUO and CMI, the world's third and fourth largest panel producers, but the lack of own-brand support, have relied on LGE and SEC brands market heavily. The Japanese panel industry was bogged into a Jedi survival of border. Sharp G10 plant capacity had been serious surplus. H company shares Sharp and master the 46% shareholding of the G10 plant. Be in such a rapid- changing competition environment, the LCD players how to find a strategy and the way out? This thesis will examine the LCD TV industry by means of the Porter’s “Five Forces Analysis” framework first, and then examine the competitive strategies of the H shares Sharp by means of the “competitive dynamics” theories and the frameworks of “competitor analysis”, “The Five Major Elements of Strategy”, and AMC analysis. Finally, I will conclude the co-opetition strategies of key players of TV and panel makers by means of the framework of Porter's generic competitive strategies and make predictions and suggestions. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/64810 |
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