策略轉折點：以台灣光電產業O上市公司為例

Abstract

企業的誕生與延續的過程中，必須經歷各式歷練，其可能面臨的是企業內部的營運問題亦或整體環境劇變帶來的衝擊。2000年代起，環保意識盛行，各國政府開始推行相關LED產業照明計劃，逐步淘汰高汙染、高耗能的白熾燈管，使LED產業成為當時的明星產業。然而，全球化與中國紅色供應鏈崛起，全球產業結構開始產生劇烈變動，而在台灣，尤其是LED中下游的製造商受到更嚴重的影響。本研究主要目的在於探討公司在成長過程中，如何因應企業內部因素導致的困境以及外部環境變化產生的挑戰，以自身擁有的資源為基礎，選擇最有利企業發展的潛在機會。 本研究第一章闡述其研究動機與目的；接著第二章回顧資源基礎理論、資源的類型、策略的定義以及策略轉折點的相關文獻；第三章介紹個案研究法、研究架構和LED產業鏈與發展；第四章為個案分析，首先介紹個案公司，接著各自針對個案公司的兩大策略轉折時期進行時空背景簡介、利用資源基礎理論分析公司既有資源、尋找潛在機會與資源結合、以及績效表現評估；第五章歸納從個案公司的案例中得到的三大重點與企業未來發展建議。 本研究統整的三大重點為（1）當企業發覺既有的策略方針已不適用於目前處境，當機立斷點出問題癥結點並勇於修正，才能避免企業走向衰敗。（2）企業經營團隊需培養對於產業趨勢的敏銳度以及冒險犯難的膽識。（3）企業的產品佈局需隨資源與環境推移而進行動態調整，切合消費者潛在需求的佈局將推升企業成長速度。 LED產業近年已逐漸疲軟，如何在紅海中開闢企業的藍海是首要之急。本研究統整LED產業有以下三大極具潛力市場，提供給LED業者可發展之方向：（1）開拓醫療市場，例如：紫外線殺菌設備、血糖監測器；（2）開拓車用LED市場，例如：車前燈、內飾照明等；（3）結合不可見光與感測元件，開拓電子3C市場，例如：穿戴式裝置（智慧手錶）、ToF感測技術等。

In the process of business operation, a corporate must go through various challenges which might arise from internal management difficulties or external environment changes. Since the 2000s, environment awareness has prevailed, and governments in each country have begun to implement relevant LED lighting plans to gradually replace high polluting and energy-consuming incandescent lights, causing LED industry to become a promising industry. Nonetheless, due to globalization and the rising of China’s red supply chain, the global industrial structure underwent drastic changes. In Taiwan, firms in the middle or downstream of LED supply chain were more severely impacted. The main purpose of this research is aiming to explore how the company copes with these difficulties caused by internal factors or external threats during the growth process, and chooses the most favorable strategy based on self-owned resources. In Chapter 1, we firstly explain our research motivation and purpose. In Chapter 2, we review literatures of resource-based theory (RBT), types of resources, definitions of strategy, and strategic inflection point. In Chapter 3, we introduce the case study method by Yin (2004), research structure and LED industry development. Chapter 4 is case study, our case company will be firstly introduced, and then the backgrounds of two strategy inflection points of the case company. We apply resource-based theory to analyze the company’s resources, figure out potential opportunities, construct the strategy based on existing resources, and assess the performance. In Chapter 5, we summarize three key takeaways from the case company’s experience and provide suggestions of future development for other peers. The three main key takeaways of this research are (1) When a company finds out the existing strategy not suitable for current situation, the problem needs to be stated out and corrected to prevent it from deteriorating. (2) Executive teams need to develop their acuity to industry trends and the courage to take up challenges. (3) Company’s product deployment needs to be dynamically adjusted according to resources and environment. A product deployment meeting consumer’s need will accelerate company growth. LED industry has been weakening in the recent years, and how to pioneer a road to “Blue Oceans” among “Red Oceans” is the key issue. This research suggests three highly-potential markets in LED industry for industry peers to refer and develop their future directions: (1) Medical market, e.g. UV LED sterilization equipment and blood glucose monitors. (2) Automotive market, e.g. car headlights and interior lighting. (3) 3C market which combines invisible light and sensing components, e.g. wearable devices (smart watches) and ToF sensing technology.