從產業生態思維探討廠商的競爭策略：                   
以台灣手機光學鏡頭產業為例

台灣光學元件廠商的技術能力極具競爭優勢，能夠快速提供輕薄短小、低成本與量大的光學鏡頭元件，在全球光學元件產業上位居要角。過去幾年我國光學元件產值隨著手持行動裝置大量成長而跟隨持續成長，在2013年產值達766億，估計在2017年可達1150億的規模。在手機相機模組產業整體商業生態體系中，終端手機品牌業者是整個產業生態系統的「關鍵者」角色，主導設計和制定各模組相關元件的規格；各元件供應商或模組組裝業者是供應生態體系中的「利基者」角色，依「關鍵者」需求規模客制化開發符合產品，取得產品驗證後由手機品牌終端業者決定採用成為供應體系一員。在手機相機產業中，鏡頭元件業者、影像感測器供應商與相機模組組裝業者形成一個緊密的上下游合作關係。企業需要深刻理解本身在所屬產業生態系統中的定位、各個參與者間的競合關係、所屬生態系統與其他系統相對創造的價值與競爭優勢，然後強化本身的優勢、補足伙伴的劣勢，才能危中求勝。所以企業必須要考量本身條件和經營環境的配合，企業的獨特能力和生存能耐，必須配合企業競爭生態，最後底定企業的競爭策略。本研究主要探討光學鏡頭產業技術特性和特殊的商業生態環境，進行所處商業生態與競爭策略分析，解構其產業中廠商競爭之歷程與意圖，並探索其策略意涵。希望藉此研究了解光學元件產業生態結構，探究台灣光學鏡頭廠商在手機商業生態環境下的競爭回應行動與策略發展趨勢，了解生態體系廠商間的競爭模式，回歸企業基本競爭策略與競爭優勢，提供經營者參考找出未來的合作發展的契機與發展方向。

關鍵字

產業生態；競爭策略； SWOT ；五力分析；核心能力

並列摘要

Taiwan optical components industry has highly competitive advantage. It can quickly provide miniaturization, low cost and large volume of optical lens with precision manufacturing capacity. Over the past few years, the output value of the optical elements grows rapidly with mobile devices. In 2013, it reachedNT$76.6 billion and is estimated to grow to NT$115 billion at 2017. In mobile phone industry, the brand owners are in the "keystones" position of the entire industry ecosystem. The brand owners dominate product design and define each component specification. The component suppliers play the "niches" role. They will follow the component specification of the "keystones" to customize their products and pass product verification to become a member of the supply-chain system. In mobile phone camera industry, lens element companies, image sensor companies and camera module assembly companies form a close upstream and downstream partnership to support the mobile phone industry. A company must know very well about the positioning in its industry and the competing relationships among the various participants within the ecosystem. A company also needs to understand the value of the ecosystem it belongs to and the competitive advantages to the other ecosystems in the overall supply-chain. It can then reinforce its own strengths and collaborate with partners to reduce weaknesses in order to survive. Therefore, a company must consider its own conditions in the business environment: strengths/weaknesses/opportunities/threats, to come out competitive strategies within and outside of the ecosystem. This research studies the technical characteristics of the optical lens industry and its special ecosystem and conducts analysis on the industrial ecology and competitive strategies. By dissecting the competition history and intentions among the companies in the optical lens industry and exploring their policy implications, this study wishes to understand the ecological structure of optical lens industry and explore Taiwan optical lens manufacturers’ competitive advantages in the mobile device industry environment. Through the deep understanding of the competing relationship among the participants in the ecosystem to provide high level managers a reference to identify company’s competitive strategy, strengths and opportunities for cooperation with partners in the future development.