二次電池產業發展策略研究 — 以Z公司為例

Abstract

世界二次電池產業因攜帶型能源需求急遽上升而迅速發展，在產業裡耕耘的人們了解該產業內技術日新月異，然而在使用者的觀點卻又覺得它進步緩慢，價格昂貴。產業裡固有的鉛酸電池，在可期待的未來仍將主宰市場，但是鋰離子電池因優越的能量密度迅速竄起，幾乎取代了鎳電池，更在各國政府積極補助獎勵發展下，成長率傲視群雄，中國低價競爭後，製造迅速集中。本論文分析二次電池產業，再藉由美國一家擁有創新發明的新興公司投入該產業，來探討新興公司在缺乏現存產業鍊支持情況下，採垂直整合策略，落實技術創新，並導入自動化製造以確保產品一致性。在面對產業巨人鋰離子電池，所採的紅海策略處處失利後，轉採藍海策略，為助聽器市場解決使用者攜帶能源的問題，創造新價值，成功將銀鋅電池商品化。

The ramping demand for mobile energy has fueled the development of secondary batteries since 1980s. Although to people working within the industries, battery technologies are rapidly progressing, battery users think otherwise. They felt that the industries are moving slowly and the cost per charge cycle is still unaffordable. This thesis analyzes current status of the secondary battery industries and describes how a start-up company positioned itself against the industrial giant, Lithium Ion battery (LIB). The later with the subsidization from worldwide governments is showing great growth in this decade. Low-price strategies utilized by Chinese manufacturing companies fully subsidized by its government, however, have changed the landscape of world’s manufacturing industry of LIB’s. Entering the industries with innovative technologies in Silver-Zinc batteries, a start-up’s head-to-head competition with LIB yielded little result. For lack of existing supply chain’s support, the company developed into a vertical integrated corporation. Automated production ensured the consistency of its products. Subsequently the company abandon its red ocean strategy, avoided competition with LIB and commercialized its battery in button cell, which solved the energy problem for hearing aid’s users and successfully created a blue ocean market where innovative values were realized.