新興產業的事業策略規劃程序之研究：電池管理晶片與系統的IC設計業個案研究

Abstract

現今企業所處的環境正以前所未見的速度不斷地改變，技術創新日新月異，客戶需求的改變或提升也非常快速，造成產業不斷地在分裂、重組、與整合（Converge）。而在這些變動中，持續地刺激著新技術的創新，隨時有新的需求和新的「應用」產生。這些新「應用」有的可進而發展成為「新興產業」（Emerging Industries），甚至成為未來的「明星產業」。 「新興產業」形成過程中所產生的各種新「應用」為企業帶來了許多全新的機會；但是，「新興產業」意味著產業是「新興」的，通常產業是不成熟的，產業結構也未成形，產業發展方向分歧，產業內存在著很多不確定性及風險，這使得企業在「新興產業」經營更具風險及挑戰性。 對於從事技術創新的高科技產業，他們經常有機會因新的技術創新產生新「應用」，而直接或間接引導或開創出一個「新興產業」；然而，有的企業在面對這些「新興產業」的新「應用」時，卻錯失良機而失敗；有的企業能夠抓住機會而獲利豐碩，並成為此新興產業某些服務與產品的領導者。這些在「新興產業」中成功者與失敗者的差異大多與他們所運用的策略有關。成功者通常能運用適當的策略來掌握「新興產業」所帶來的機會，強化自己的優勢，應對「新興產業」的風險及威脅，利用價值系統、策略聯盟和戰略外包等手段來補強劣勢。策略是企業運作的核心，而好的、成功的策略須要一套實用且有效的策略規劃程序來引導和產出。 本論文是針對企業在「新興產業」中面對新機會新應用時的一種事業策略規劃程序的研究，本研究提出的「新興產業的事業策略規劃程序」是一個對「新興產業」較為實用且貼切的事業策略規劃程序，它加入許多事業在進行策略規劃時必須考量的許多重要因素，例如客戶層面的「客戶需求」、市場層面的「市場價值含量」、事業系統層面的「風險及可行性分析」及「獲利性」評估、和管理層面的以「整合性策略管理」與「創新管理」來形成完整的策略，用建構「事業程序」來建構需要的「資源、能力與組織」，以創造持續性的優勢「核心競爭力」為核心等。它指出並強調在策略規劃程序的步驟中一些重要的觀念、方法或工具。 此「新興產業的事業策略規劃程序」雖以「新興產業」為研究的導入點，但此「事業策略規劃程序」並不限於只適用於「新興產業」，也適用於一般產業，可以用來輔助或引導企業在做事業策略規劃及建構時或成立新事業單位 （New Business Unit） 時，可以有效且成功的進行。 本研究以個案A公司在從事「新能源」的「新興產業」領域內的多串數高電壓動力電池管理晶片及電池管理系統等產品所採行的策略與活動為案例，觀察與了解A公司的各種策略行為及活動或方案，期望能夠藉此研究，透過理論與實際個案的交互分析、印證與比對，幫助企業能在面向「新興產業」時，得以成功發展，也期望幫助A公司在它的新興產業、新市場的電池管理晶片與系統產品的應用領域裡佔有一蓆之地，進而幫助A公司達成其「為解決全球的環境與能源問題做出貢獻」的遠景。 在最後，本研究整理了針對企業在「新興產業的事業策略規劃程序」之研究方面的結論，並提出對於個案A公司個案研究的分享與建議。

The current environment that enterprises are in is changing constantly, dynamically and quickly than before. Not only do the technological innovations happen daily, but the change and the improving of the customer's demand is accelerating. It causes industries to split, reorganize, and converge constantly. In the changing industries, there are new technological innovations created everywhere, new demands and new applications’ emerge at any time, some of them can be developed to form the 'Emerging Industry', some even can become future 'Star Industry'. The forming process of ‘Emerging Industry’ generates a lot of ‘New Applications’ which bring a plenty of brand-new opportunities to enterprises. However, the 'Emerging Industry' means the industry is 'newly developing', its structure is usually neither mature nor well-formed. The industry's developing direction is indefinite, its lifespan is not clear. There are a lot of uncertainties and risks in the Emerging Industry, and this makes the enterprises work under even more risky and challenging situation. As to the enterprises in Hi-Tech industry engaging in technological innovation, they often have the opportunities to lead or to create the 'Emerging Industry' directly or indirectly. However, some enterprises miss those golden opportunities and fail to catch those 'New Applications' while some can take these opportunities and make a profit richly and become the leader in the Emerging Industry. The failure or success to them is mainly related to their strategies and how their strategies are generated by the ‘Business Strategic Planning Process’. Strategies are the core of enterprise operation. Those good and successful strategies should be created and conducted by an effective ‘Business Strategic Planning Process’. This thesis is to study the ‘Business Strategic Planning Process’ when an enterprise is facing some new opportunities and new Applications in 'Emerging Industry'. And this thesis proposes a “Business Strategic Planning Process in Emerging Industries” which is a comparatively proper and practical ‘Business Strategic Planning Process’ for the ‘Emerging Industry'. Herein, the proposed Business Strategic Planning Process includes some important considerations and factors when enterprises are doing business strategic planning. For example, for customer aspect, it considers the ‘customer requirement and expectation’; for the market aspect, it considers the ‘market TAM and value’; for business unit aspect, it considers the business risk, feasibility and profitability analysis; for management aspect, it considers forming complete strategies by using “Integrated strategic management” and “innovation management” and building needed “Resources, Capabilities and organization” through constructing “business process” to create substantial advantages and core competences. It also points out some important concepts or methods or tools. In the study, the proposed “Business Strategic Planning Process in Emerging Industries” is titled for “Emerging Industries”, however it is not limited only for “Emerging Industries”, it could be applied for existed or other industries. It could be used to assist or guide enterprises to do “Business Strategic Planning” or building a new business uint effectively and successfully. In this research, there is a case study on Company A engaging in the high cell-count power battery management IC and battery management system which are for ‘new applications’ in ‘New Energy Industry’. The Company’s Strategies, tactics, activities, programs and execution results are compared, verified by the proposed ‘Business Strategic Planning Process for New Applications in Emerging Industries in this study. Hopefully this can help enterprises succeed when facing emerging industry and assist Company A to get a leading position in its target market and to make contribution to solve global environment and energy issues. At the end, this thesis summarizes a keynote conclusion about the study of “Business Strategic Planning Process in emerging industries”. This thesis also shares the observation and suggestions to the case study of Company A.