台灣面板業發展策略分析與研究-以A公司為例

薄膜電晶體液晶顯示器（TFT-LCD）為目前顯示器市場的主流技術，主要供應商有中國大陸、韓國和台灣面板廠商，中國面板廠商在政府政策補貼的支持下，除了快速建置大尺寸TFT-LCD產能，也開始佈局新一代面板技術AMOLED，韓國面板廠商則關閉大部分的LCD產線，將技術重心移轉至AMOLED的開發及生產。本研究探討台灣面板廠商如何在有限的資源下，以自己的方式創造差異化，維持產品競爭力。本研究使用個案研究法，針對台灣面板個案公司進行由外而內的分析及探討因應策略。首先，以科技S形曲線歸納出各種顯示器技術的定位，並分析外部環境包括全球及台灣顯示器發展趨勢，評估當前顯示器產業的產業吸引力與台灣所處環境的機會與挑戰。接下來針對個案公司進行內部分析，包含核心能力對競爭優勢影響之探討，以及在面對變遷快速的產業環境時，個案公司所因應的市場區隔取向及公司層級策略的選擇與實績。　　總結本研究之研究結果，個案公司透過投資高值化產能，調整產品組合，提升高附加價值產品比重；並進行組織重整，從面板出發，與價值鏈上的公司，透過不同資源承諾程度的合作關係整合軟、硬體生態圈，從場域經營走向終端市場，逐漸降低純面板的營收占比，從製造導向模式轉變成跨域整合一站式服務模式。最後，本研究建議個案公司從場域到地域，持續深耕與開發全球高階市場，並透過數位轉型，預測製造、研發與營運，滿足少量多樣的管理效能。

關鍵字

薄膜電晶體液晶顯示器；科技S形曲線；五力分析；核心能力；垂直整合

並列摘要

Thin film transistor liquid crystal display (TFT-LCD) is the mainstream technology in the current display market. With the support of government policy subsidies, in addition to rapidly building large-size TFT-LCD production capacity, Chinese panel manufacturers have also begun to deploy AMOLED production capacity. Korean panel makers have closed most of their LCD production lines and shifted their technology focus to AMOLED. This study explores how Taiwanese panel manufacturers create differentiation in their own way and maintain its product competitiveness with the limited growth of production capacity. This study uses the case study method to conduct an outside-in analysis and explore coping strategies for the case companies of Taiwan. Firstly, use the technology S-curve to summarize different display technology positioning. It also analyzes the external environment, including global and Taiwan display development trends, and evaluates the current industry attractiveness of the display industry and the opportunities and challenges of Taiwan's environment. Next, an internal analysis is conducted for the case company, including the discussion of the impact of core competencies on competitive advantage, as well as the market segmentation orientation of the case company in response to the rapidly changing industry environment, and the corporate-level strategy selection and performance. Summarizing the findings of this study. The case company adjusts the product portfolio and increases the proportion of high value-added products by investing in high-value production capacity; and reorganize the organization, starting from panels, integrating software and hardware ecosystems through investment, joint ventures, mergers and acquisitions, strategic alliances or establishing subsidiaries, and by applying field management to the end market, gradually increase the revenue share of non-pure panels business, and change the previous manufacturing-oriented model to a one-stop service model for cross-domain integration. Finally, this study suggests that case companies continue to develop global high-end markets from field to region, predict manufacturing, R D, and operations by digital transformation to meet a small-volume but diverse demands management performance.