電視品牌面對科技創新衝擊之研究

電視機在二十世紀可說是造福人類生活的一大發明，其用途不僅是家庭娛樂的一項產品，更也在於資訊的快速播放。電視機產業在 1960 到 2000 年間，替許多國家及公司創造了經濟上輝煌的成果。電視機更是在這40年間是日本政府口中的三大神器之一，在日本所有的大企業都擁有電視機的產品線。然而自 2002 年開始，電視機產業因為數位科技取代類比信號的轉變，顛覆了過去由數家日本品牌所把持的產業。就在這過去短短的五年間日本電視機品牌全部都承受著鉅額的虧損，更有品牌完全退出電視機產業，以達到轉虧為盈的目的。但是過去這五年來，電視機的市場還在緩慢成長，尺寸上是年復一年的變大。世界各國都非常重視電視的產業發展，紛紛制訂更高規格的數位電視信號播放系統，以滿足所有消費者在對於畫質與音質上永無止境的需求與追求。臺灣過去幾年在電視機的產業中，毫無建樹。技術及製造完全由日本所掌握，而後韓國急起直追，中國也在國家政策的保護下，完全由其國內自己的品牌在營運，其他各國只有荷蘭的 Philips以及土耳其在歐洲的品牌經營。就在跨入二十一世紀的同時，電視機的技術也由過去CRT映像管的類比技術，開始進入平面數位技術。對於電視機本身的技術來說，這是一個標準的破壞性創新。同時也啟動了各國龐大資金的投入在關鍵的零主件產業中–面板（Panel）及芯片（SoC Silicon on Chip）產業。臺灣也在此一投資行列之中，有多家的電子代工公司，積極的投入並加碼在平面電視產業。本研究利用文獻與次級資料分析，探討電視機產業，因數位技術的進步對電視機品牌的影響，探討產業在技術變革的衝擊下，提出因應策略。研究討論因為顯示技術的創新，使得電視機產品在商品化加速進行的價值鏈中，一時找不到可聚焦之處，使得產品到了毫無差異化地步，進而影響產業營運。並藉助於五力分析去解析過去日本電視廠商所以勝出之策略，此時由於無法利用互補力的策略，使公司得以強化競爭力。同時，過去標準的產品生命週期，在技術不斷的創新之下急速縮短，在無法追求差異化下，只能追求一時的低成本策略，但新進入者利用互補力發揮總體成本效益。由於電視機的市場還在擴大中，新的創新經營模式會急速的切入市場，並佔有區域市場地位，勢必會再衝擊原本就己經營困難的電視品牌廠商。本研究並以IT產業行之多年的OEM模式，進而演進到ODM模式來分析日本電視機品牌的轉機機會，並可望成為其他產業在面對技術破壞性創新的參考。

關鍵字

創新經營模式；價值鏈；五力與互補力；產品生命週期；差異化；低成本；破壞性創新

並列摘要

TV can be regarded as a great and benefit invention of human life in the twentieth century. Its purpose is not only for a home entertainment product, but also a faster information player. TV industry has created a brilliant economic result for many countries and companies in the 1960-2000 years. In the past 40 years, TV has become the Japanese government's one of the three magic machines. All the big company in Japan has TV product line. However, since 2002 the TV industry has replaced analog with digital technology; subversion of the past, this industry was no longer dominated by several Japanese brands. In this short span of five years, Japanese TV brands all suffered huge losses, some of brands even exit completely from TV industry in order to achieve the purpose of a turnaround. However, in the past five years, the TV market in the whole world is still slow growth; the size is bigger year after year. Countries in the world made a great emphasize in the development of the TV industry. They have set a higher standard for digital television signal broadcasting system to satisfy all kinds of the consumers in the pursuit of endless demands on the quality of picture and sound. Taiwan was unhelpful country in the TV industry in the last few years. Technology and manufacturing were entirely handled by Japan, and then were catched up by South Korea. TV industry in China was under the protection of national policy, entirely operated by its own domestic brands. Other countries in this field only have Philips brand in the Netherlands and Turkey in Europe. At the same time, into the twenty-first century, TV technology has replaced from the past CRT tube analog technology with the plane digital technology. For TV technology itself, it was a standard disruptive innovation. Lots of country also launched a huge capital investment in key industries main parts - Panel (Panel) and Chip (SoC Silicon on Chip) industries. Taiwan was also an investor in this rank; there were a number of electronics OEM companies, positive input and overweight in the flat-panel television industry. In this study, literature and secondary data analysis is used to explore the TV industry, factor-bit technology for TV brand, also to explore industry under impact of technology change and submit response strategies. Owing to the display technology innovation, making TV accelerate commercialization of products in the value chain, could not found place to focus making products to the situation where no differentiation and finally effect the business. By means of five forces analysis to analyze the reason why Japanese TV makers can win strategy in the past. Due to the complementary use of force could not be strategy enable the company to strengthen competitiveness. While the past standard product life cycle is rapidly shortening under constant innovation in technology, so no differentiation can be pursued, the only way is the pursuit of low-cost product strategy. However, they use of complementary force by new entrants to play the overall effectiveness. Since the TV market is still expanding, the new innovative business model will rapidly get into the market, and own regional market share position, then the impact will inevitably originate in TV brands which they have difficulties formerly. In this study, with the IT industry for many years in the OEM model, and then evolve to ODM model to analyze Japanese TV brand turnaround opportunity. And this study is also expected to become disruptive innovation in the face of technological reference in other industries.

並列關鍵字

business model innovation ； value chain ； five forces and complementary force ； product life cycle ； differentiation ； low-cost ； disruptive innovation