台灣照明產業轉型策略之研究－以製造商Ｔ公司個案為例

A Study on the transition of the tactics of Taiwan lighting industry－ Take manufacturer T Company's case as an example

施志謄(Chih-Teng Shih)

指導教授 ： 李弘暉

元智大學/管理學院/管理研究所/碩士(2008年)

摘要

本研究是以台灣的照明產業－T公司為研究對象，針對台灣傳統照明產業自50年代設立、經歷成長、起飛，但在80年代後期面臨國內、外總體經濟環境的改變，導致成本增加獲利減少，台灣的廠商或縮小本地生產規模或轉移到成本較低地區，T公司也不例外。雖然公司在照明產業成長期獲利高，資金充沛、競爭者少，處於市場結構的寡佔地位。但公司經營者卻忽略本業經營，熱衷於更高獲利的業外投資。大肆投入土地與股市，成立諸多子公司，初期或有獲利。但遭遇到大環境的改變，造成諸多投資損失，也使公司陷入資金流動的風險中，處境陷入兩難之中。但光源競爭對手已發展出新的產品，威脅到T公司的原有照明市場。

個案公司在台灣照明市場歷史悠久，品牌知名度高、製造技術純熟，獲利穩定、競爭者少，產業處於成熟期。根據Porter五力分析，新的競爭者少，原有廠商競爭激烈，消費者議價能力少，供應商議價能力高。獲利高低取決於原物料成本與生產新產品。傳統產業必需透過經營策略的選擇來決定是專注本業還是分散投資。本個案公司根據市場五力分析與SWOT分析，得知欲達到公司長期獲利與佔據照明產業相對優勢位子，必需透過技術的創新與新產品開發促使T公司轉型成新世代照明的製造商。

新產品、銷售策略等創新可推動企業的成長，也可增加員工對公司的信心。個案公司唯有確定公司的核心價值專注本業，才能在競爭激烈的照明市場中佔一席之地。

關鍵字

傳統產業轉型 ； 照明 ； 企業競爭 ； 技術創新 ； 新產品開發

並列摘要

This research is with the lighting industry of Taiwan - T Company is a research project, set up, went through growing up, and took off since the fifties to a traditional lighting industry of Taiwan, but faced the change of the domestic, overall economic environment outside on a later stage in the 1980s, causing the cost to increase and make a profit to reduce, the manufacturer of Taiwan narrows the local production scale or transfers to the lower area of the cost, T Company is no exception. Though the company makes a high profit at growth stage in the lighting industry, the fund is plentifully, competitors are taking the status in the majority of market structure. But the company's operator neglects the original profession to manage and make the investment outside hankering after a higher lucrative family property. Put into the land and stock market without restraint, establish a great deal of subsidiaries, or make a profit in it’s initial stage. If encounter the change of the great environment, cause a great deal of investment losses, make the company fall into the fund at the risk of flowing, in the situation falls into and faces a difficult choice. But the other light manufacturer has already developed new products and has threatened the original lighting market of T Company.

This company has a long history on the lighting market of Taiwan, brand awareness is high, the manufacturing technology is skillful, there are few profit- making stability, competitor in the industry and in a mature period. Analyst according to Michael E Porter competitive strategic, there are few new competitors, the original manufacturer is fierce in competition, negotiation prices of consumers are few ability, supply and confer the ability of prices high. Profit-making level depends on the original supplies cost and produces the new products. The traditional industry must determine to be absorbed in the original profession or disperse investment through the choice of the management tactics. The analysis of this company is base on competitive strategics and SWOT theory, wants to make long tem profits from the company and occupy the lighting industry relative advantage seat for a long time, T Company mut be set up for the next new generation manufacturer through innovation and new product development of technology.

New products, sales tactics,et cetera. innovate the growth that can promote enterprises, increase staff's confidence to the company too. This company only confirms the key value of the company that absorbed in the original profession, could take one seat in the lighting market with keen competition.

並列關鍵字

The traditional industry makes the transition ； lighting ； technological innovation ； new product development

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