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  1. NTU Theses and Dissertations Repository
  2. 進修推廣部
  3. 事業經營碩士在職學位學程
請用此 Handle URI 來引用此文件: http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/90091
完整後設資料紀錄
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dc.contributor.advisor陳忠仁zh_TW
dc.contributor.advisorChung-Jen Chenen
dc.contributor.author翁燕琴zh_TW
dc.contributor.authorYen-Chin Wongen
dc.date.accessioned2023-09-22T17:22:31Z-
dc.date.available2023-11-09-
dc.date.copyright2023-09-22-
dc.date.issued2023-
dc.date.submitted2023-08-09-
dc.identifier.citation1.Barney, J. B. (1986a). Strategic factor markets: Expectations, luck, and the theory of business strategy. Management Science, 32, 1512–1514.
2.Barney, J. B. (1986b). Organizational culture: Can it be a source of sustained competitive advantage. Academy of Management Review, 11 (July), 656–65.
3.Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–120.
4.Grant R.M. (1991). The resource-based theory of competitive advantage: implications for strategy formulation. California management review
5.Henderson, B. (1970). The Product Portfolio. Boston Consulting Group.
6.Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, March–April, 57(2): 137–145.
7.Porter, M. E. (1990). The Competitive Advantage of Nations. Harvard business School Publishing.
8.Porter, M. E. (1985). The Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press.
9.Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press.
10.陳忠仁,策略管理:競爭優勢與經營發展,華泰文化,台北,2022。
11.林姿廷(2020),半導體元件通路商之經營成長策略分析-以大聯大投資控股公司為例
12.陳嘉尚(2009),電子零件通路產業購併成長模式與績效衡量研究-以大聯大公司購併案例為個案探討
13.黃兆年(2017),台灣產業由盛轉衰歷程之策略探討-以DRAM、LED及Texile為例
14.陳逸晴(2017),台灣發光二極體廠商之策略規劃-以晶元光電為例
15.吳盈潔,余彬(2022/12),TrendForce 金級+會員- LED產業季度動態分析-4Q22
16.吳盈潔,余彬(2022/12),TrendForce 金級+會員- LED廠商營收與產能-4Q22
17.TrendForce 光電研究處(2023/3),TrendForce金級+會員- LED 產業需求與供給資料庫- 1Q23
18.陳昆彥(2022/7),2022電子零組件暨顯示器產業年鑑,經濟部技術處委託財團法人工業技術研究院產業科技國際策略發展所執行
19.黃孟嬌((2022/4),2022台灣LED元件產業展望,工業技術研究院
20.Nichia Corporation、三安股份有限公司、億光電子股份有限公司、富采投資控股股份有限公司、晶元光電股份有限公司、隆達電子股份有限公司、晶成半導體股份有限公司等公司官網
21.Nichia Corporation有價證券報告書(第67期,2022年),https://irbank.net/E02098
22.三安光電年報2018~2022,巨潮資訊網,https://uc.cninfo.com.cn/
23.億光電子年報及財務報告書,公開資訊觀測站,https://mops.twse.com.tw/mops/web/index
24.晶元光電歷次合併增資之公開說明書,公開資訊觀測站,https://mops.twse.com.tw/mops/web/index
25.隆達電子歷次合併增資之公開說明書,公開資訊觀測站,https://mops.twse.com.tw/mops/web/index
26.晶電光電年報及財務報告書,公開資訊觀測站,https://mops.twse.com.tw/mops/web/index
27.隆達電子年財務報告書,公開資訊觀測站,https://mops.twse.com.tw/mops/web/index
28.富采年報及財務報告書,公開資訊觀測站,https://mops.twse.com.tw/mops/web/index
29.《LEDinside》(2022/11),TrendForce:富采、錼創合資攻Micro LED,估至2024年Micro LED顯示應用晶片產值約5.42億美元,https://www.ledinside.com.tw/research/20221111-38318.html
30.《遠見雜誌》(2021/12),Mini LED絕地反攻-富采成台廠救世英雄,白育綸,https://www.gvm.com.tw/article/85681
31.《財經新報》(2023/4),迎戰Micro LED時代,彭双浪傳任董座:富采高階人事變動後的三個挑戰,https://finance.technews.tw/2023/04/22/new-micro-led-fight/
32.《經理人》(2023/3),卸任友達執行長!回顧彭双浪的CEO之路:再辛苦,也要我的主管們吃好睡好,張玉琦,https://www.managertoday.com.tw/articles/view/56508?_gl=1*fwmnit*_ga*MTIzMjQzMjQ4Ny4xNjI3NTY5MDUy*_ga_LJQ58J2DG7*MTY5MTI0Mzc1MS4zLjEuMTY5MTI0NTM0OC42MC4wLjA.
33.Money DJ理財網,晶元光電股份有限公司https://www.moneydj.com/kmdj/wiki/wikiviewer.aspx?keyid=c960ceab-25d3-478a-b70b-049548b03d2d
34.Money DJ理財網,億光電子工業股份有限公司https://www.moneydj.com/kmdj/wiki/wikiviewer.aspx?keyid=545ecc9a-bcc3-4522-8ff6-151dc4a5ab4b
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dc.identifier.urihttp://tdr.lib.ntu.edu.tw/jspui/handle/123456789/90091-
dc.description.abstract近年來「紅色供應鏈」在政策補貼優勢下,以低價搶佔市場,嚴重衝擊台灣的電子製造業,過去曾被視為明日之星,在手機背光、NB背光及電視背光獲利表現出色的台灣發光二極體(LED)產業也因陸系廠商的進逼而淪為科技四大「慘業」之一,而今對於需龐大設備投資的Mini LED、Micro LED等先進技術發展上,都已無力單獨投資。
個案公司富采是由台灣LED上游最大晶片廠晶元光電股份有限公司及友達集團旗下上、下游整合的隆達電子股份有限公司以換股方式共同成立的產業控股公司,也是台灣唯一一家不同集團上、下游整合的控股公司,本研究擬從LED產業公司發展的脈絡中找出營運成長的策略,分析LED產業關鍵要素及檢視富采具有的資源與能力,探討晶電與隆達合組投資控股公司的主要原因及控股公司能否順利進行資源整合、專業分工與協同合作,發揮綜效成為產業鏈的垂直整合的一條龍。
本研究透過產業分析,了解產業發展趨勢和競爭對手,接著運用五力分析找出產業的關鍵因素。之後,藉由對晶電及隆達的發展歷史、資源與能力、以及競爭策略的分析找出富采的資源與能力及市場地位,然後提出競爭與發展策略之建議。
富采成立二年餘,業務分工己完成階段性整合,2021年也交出成長的成績單。但2022年表現卻不盡如人意,本研究參考個案公司成立背景因素、個案公司具有的資源與能力及產業控股公司成功要素,對個案公司要維持長期的成長與獲利,提出「整合」與「定位」二項建議,「整合」包含技術資源整合、支援活動整合及績效指標整合,定位則是公司需維持獨立之營運,與主要客戶間都能策略合作。
zh_TW
dc.description.abstractIn recent years, the "Red Supply Chain" has taken advantage of policy subsidies to seize the market at low prices, severely impacting Taiwan's electronics manufacturing industry. The LED industry in Taiwan, which was once considered a rising star due to its excellent performance in mobile phone backlighting, notebook backlighting, and television backlighting, has also become one of the "disastrous industries" due to the competition from mainland Chinese manufacturers. Moreover, the industry is currently unable to individually invest in advanced technologies such as Mini LED and Micro LED, which require substantial equipment investments.
Ennostar, the case company, is an industry holding company formed through a stock swap between Epistar Corporation, the largest LED upstream EPI&Chip manufacturer in Taiwan, and Lextar Electronics Co., Ltd., an upstream (EPI&Chip) and downstream (Package&Module) integrated company under the AU Optronics Group. It is the only industry holding company in Taiwan that integrates upstream and downstream operations from different groups. This research aims to identify strategies for operational growth within the LED industry context, analyze key factors in the LED industry, and examine the resources and capabilities of Ennostar. The study explores the primary reasons for the investment and formation of the holding company by Epistar and Lextar, and assesses whether the holding company can successfully undertake resource integration, specialized division of labor, and collaborative cooperation, ultimately achieving vertical integration along the industry value chain.
Through industry analysis, this study seeks to understand industry development trends and competitors. It then employs a Five Forces analysis to identify the critical factors within the industry. By analyzing the development history, resources, capabilities, and competitive strategies of Epistar and Lextar, the research aims to identify Ennostar 's resources, capabilities, and market position. Based on these findings, the study provides recommendations for competitive and development strategies.
Ennostar, established for over two years, has successfully completed the phased integration of its business operations and delivered promising growth results in 2021. However, its performance in 2022 fell short of expectations. In this study, taking into consideration the background factors of the company's establishment, its available resources and capabilities, and the success factors of industry holding companies, two recommendations are proposed to ensure long-term growth and profitability. The first recommendation is "integration," which entails integrating technical resources, consolidating support activities, and aligning performance indicators. The second recommendation focuses on "positioning," emphasizing the need for the company to maintain an independent operation while strategically collaborating with key customers. By implementing these recommendations, Ennostar can strengthen its competitive position and achieve sustained growth and profitability.
en
dc.description.provenanceSubmitted by admin ntu (admin@lib.ntu.edu.tw) on 2023-09-22T17:22:31Z
No. of bitstreams: 0
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dc.description.provenanceMade available in DSpace on 2023-09-22T17:22:31Z (GMT). No. of bitstreams: 0en
dc.description.tableofcontents摘要 I
Abstract II
致謝辭 V
目錄 VI
圖目錄 VIII
表目錄 X
第一章 緒論 1
1.1 研究動機 1
1.2 研究問題與目的 2
1.3 研究方法及限制 2
1.4 研究流程 3
第二章 文獻探討 4
2.1 理論與模型 4
第三章 產業分析 13
3.1 LED元件產業概況 13
3.2 產業技術與市場趨勢 15
3.3 主要競爭者分析 24
3.4 五力分析與產業關鍵因素 43
第四章 個案分析 48
4.1 個案公司簡介 48
4.2 資源、能力與活動 63
4.3 事業組合分析 69
4.4 成長策略與作法 73
4.5 事業策略與作法 77
第五章 結論與建議 79
5.1 研究結論 79
5.2 研究建議 82
參考文獻 85
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dc.language.isozh_TW-
dc.title發光二極體產業廠商經營成長策略與模式之研究-以E投資控股公司為例zh_TW
dc.titleResearch on the Business Growth Strategies of LED Industry-A Case Study of E companyen
dc.typeThesis-
dc.date.schoolyear111-2-
dc.description.degree碩士-
dc.contributor.oralexamcommittee陳宗權;陳玠甫;李怡寬zh_TW
dc.contributor.oralexamcommitteeTzong-Chyuan Chen;Jeff Chen;Yi-Kuan Leeen
dc.subject.keyword五力分析,產業控股公司,成長策略,zh_TW
dc.subject.keywordFive Forces Analysis,Industry holding companies,Growth strategies,en
dc.relation.page87-
dc.identifier.doi10.6342/NTU202303840-
dc.rights.note同意授權(限校園內公開)-
dc.date.accepted2023-08-11-
dc.contributor.author-college進修推廣學院-
dc.contributor.author-dept事業經營碩士在職學位學程-
dc.date.embargo-lift2028-08-09-
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