發光二極體產業之創新研究

Abstract

發光二極體即俗稱的LED，產業價值鏈的發展，原本是由整合型廠商以先行者之姿主導，但隨著技術的成熟度增加，逐漸受到擅長於以價格、交期彈性及客制化等非產品性能導向的分化型專業廠的挑戰。本研究以「技術引進者的後發優勢理論」、「價值鏈演進理論」、「破壞性創新理論」、「資源、流程與價值理論」為工具，並以LED五大廠及台、韓、陸業者等為對象進行分析，發現分化型專業廠總是能夠在低階市場成功挑戰整合廠，而整合廠則傾向往高階市場移動。依據以上的發現，本研究認為介於五大廠以及陸廠之間的台、韓等廠商，如果是一條龍式整合型企業則較適於持續性創新以繼續挑戰先行者，如果是專業型封裝廠則較適於破壞性創新以開發新市場。

In the LED field, affected by the maturity of technology, manufacturers who took advantage of vertical integration in the past have been seriously challenged by specialized module manufacturers who provide lower pricing, more flexible delivery, and friendly customization options. This research refers to “Late-Development Advantage Theory”, “Value Chain Evolution Theory”, “Disruptive Innovation Theory” and “Resource, Process and Value Theory”, and analyzes how the “LED Big-5”, Taiwanese, Korean and Chinese LED players behave to deal with the change of value chain. This study concludes that latecomers have great chance to take over forerunners’ share in the low-end market segment, and forerunners tend to migrate to high end market segment instead. Based on the studied case, suggestion to those companies squeezed by the Big-5 and Chinese players depends on their operation modes. For vertically integrated manufacturers, they should take “continuous innovation” strategy to challenge forerunners in the high end market segment, and for specialized module manufacturers such as LED package makers they should adopt “market-creating disruptive innovation” strategy to earn new markets.