以價值創造循環觀點分析台灣LCD產業未來機會與佈局

Abstract

自從「液晶」被發現以來，為全人類的顯示器技術開啟了嶄新的一頁。歷經數十年的發展，液晶顯示器已成為現代人生活中隨處可見、不可或缺的用品之一。台灣以「兩兆雙星」政策支持液晶產業為經濟發展重點之一，加入面板生產行列已將近三十年，並擁有世界第一的面板產能。然液晶面板已為一成熟的高科技產業，各大廠面臨市場價格競爭的壓力以及高成長動的中國市場，應如何審慎為產品加值、佈局，成為重要的競爭、生存關鍵。 本研究以價值創造循環(Value Creation Cycle)為主軸架構，藉由次級資料輔助分析市場、趨勢、法令政策、專利、生產製造、品牌及通路，解構液晶產業發展至今的產業全貌。液晶面板的大宗應用由以往的筆記型電腦、螢幕轉變為液晶電視，本研究以液晶面板生產作為價值創造循環體系的第一部分；液晶電視之市場、品牌及通路佈局為第二部分，探討液晶產業由上游至下游主要應用產品的全貌。並針對發展成熟的北美液晶電視市場與萌芽中的龐大中國市場，兩相參照，以價值創造循環體系為思維基礎，思考未來台灣廠商在中國市場的機會。 本研究認為未來佈局方向，考量競爭可分為「日、韓廠商」與「中國廠商」兩方；策略執行可依「降低成本」與「增加附加價值」兩軸探討。本研究發現面對兩不同型態的競爭對手之下，有助於降低成本之規模經濟、價值創造循環方向將有所不同：面對日、韓廠商，台灣廠商擁有相對較開放的中國市場規模經濟；而相對於中國廠商，台灣廠商相對具有面板生產積蓄的研發能量與生產規模經濟。增加附加價值部分，面對日韓高階技術夾擠下，未來台灣廠商成功的關鍵將取決於高階新性能研發及商品化速度；面對價格敏感的市場，台灣廠商應結合既有低成本供應電子、電腦、晶片等專長，提供整機解決方案以快速拓展市佔率；此外，亦應積極經營與中國廠商合作關係，以「Chai-Win」概念提升中台共存的供應鏈價值，並奠定拓展其他新興國家市場的良好基礎。

When LCD (Liquid Crystal Display) was invented, it opened a whole new page for people. Nowadays, we can easily find LCD devices in our daily lives. Taiwan government had enlisted LCD in “Two Trillion and Twin Star Industries Development Plan”, which took LCD industry as one of the most important economic development drivers. Taiwan has been producing LCD panels for almost 30 years and has been contributing number one capacity in the world, while in the fact that the price of the panel keeps falling because of mass merchandising. Now it’s critical for Taiwan firms to carefully rethink the way to overcome the challenge and welcome the new, vast market in China. The research is based on the framework of Value Creation Cycle (VCC). Analyzing the market, trend, legislation and policy, patent, manufacturing, branding and channels, secondary data is used to investigate the developing processes of the industry. The main use of LCD has been changed from notebook and monitor to LCD TV. The research discovers the LCD panels’ VCC as part one, and LCD TVs’ markets, branding and channels as part two. In this way, we can get the complete picture of LCD industry from upstream to downstream, and their relationship in cooperation and competition. The study also takes the relative mature northern American TV market as an example, comparing with the gradually thriving Chinese market, to deliberate on the future steps Taiwan firms should take based on the VCC concept. Chinese market shows a totally different path moving forward, which means it also unlocks a chance for Taiwan firms. The study sets the competition into two sides: “Japan and Korean Firms” and “Chinese Firms”. And it specifies two axles as “Providing Additional Value” and “Cost Reduction”, to show different strategic goals. The study discovered the very different path of two sides in generating values and reaching economic scale. Compared to Japan and Korean firms, Taiwan firms embrace more accesses to create market economic scale. On the other hand, Taiwan firms have more profound panel-relating researches and advanced production economic scale than Chinese firms. If Taiwan firms want to focus on providing state-of-art technology or even higher quality performances, the key competitive factors will be the speed of merchandizing the properties, in order to face with the proficient Japan and Korean companies. If the goal is to capture higher market shares rapidly, Taiwan firms should make good use of its talents for electronics, personal computer, system integrated chips…etc., to provide an “all-in-one” total solution product with an advantaged price. Besides, Taiwan firms should cultivate the co-branding image such as “Chai-win”, cooperating with Chinese firms and channel brands to elevate the value of the supply chain, thus establish a sound base for other future growing new economies.