- 學位論文
以國家競爭力分析矽晶圓太陽能光電產業 之兩岸競合策略
The Cross-Strait Co-opetitive Strategy Analysis in Wafer-base Solar Cell Industry – National Competitiveness Perspective
摘要
石油危機、氣候變遷快速、新興國家用油增加與環保意識抬頭等因素交織下，乾淨能源太陽能成為重要議題。其中，矽晶圓太陽能電池產業成長率超過30%，為目前市場主流；台灣與中國大陸在此產業發展中，雖然技術比先進國家較差，但挟著生產製造的優勢，在2008年已成為世界第四、第一的生產大國，加上兩岸具有同文同種、技術與市場皆須仰賴國外市場的相同特徵，兩岸的競合策略是值得探討的課題。因此，本研究從國家競爭力的觀點，鎖定兩岸的矽晶圓太陽能產業為研究對象，探討台灣與中國大陸在矽晶圓太陽能產業的優勢與劣勢，並進而探討兩岸的競爭策略與合作模式，及兩岸的現在市場定位與未來市場定位，以提供給產業參考。 本研究將國家競爭力主要區分為6個構面、28個準則，透過構面及準則的分析，比較兩岸的權重，找出兩岸看法的相同點與分歧點，並進而探討兩岸的競合策略與探討兩岸的現在市場地位與未來市場地位。其結果如下述： 一、 兩岸的皆因國內市場小，對國外市場的依重比率偏高，且台灣與中國大陸分占世界生產大國的第四、第一位，國外市場的高低起伏，影響國內產業甚巨，故把「市場需求條件」都列為第一高構面。去年因矽料短缺、金融風暴、美日兩國能源政策改變，「外在環境改變」列為第三名同樣是；其他則有差異：中國大陸將「生產要素」構面列為第二，而台灣則將「政府」構面列為第二，顯示兩岸矽晶圓太陽能產業有競爭，亦有合作機會。 二、 台灣的競合策略排名：第一名為競爭策略的成本領導策略，第二名為合作模式的策略聯盟，第三、四名為競爭策略的差異化策略及集中策略。而中國大陸的排名為：第一名為競爭策略的集中策略，第二名為合作模式的策略聯盟，第三、四名為競爭策略的成本領導策略及合作模式的獨家協議或技術授權策略。 三、 在市場定位，兩岸有不同的看法。台灣在現在市場定位為中游製造者，未來定位在下游使用者，而中國大陸現在市場定位於上中下游均衡發展，未來則定位在上游製造者。兩岸在未來的定位不同，台灣定位在下游、中國大陸定位在上游，故在未來，兩岸應有許多合作的機會。
並列摘要
Solar cell is the important issue of clean energy, which influenced by the factors of oil crisis, fast climate change,…etc. Germany, America, Japan, based on the government’s impetus, had become the leading country of solar manufacturing and consumption. Consequently the solar wafer cell industry develops vigorous and the growth rate surpassed 30% to lead a main market stream. Although the technology of Taiwan and Mainland China is not so developed than the advanced countries, but have the manufacturing superiority to become the world forth and first production power in 2008. Taiwan and Mainland China actually have the same culture; technology and market also rely on the foreign country, the cross-strait co-opetition strategy would be critical to study. The research from the viewpoint of national competitiveness fixed the solar wafer industry both in Taiwan and Mainland China to be the object of study, probe into the superiority and the inferiority then look into the competition strategy, cooperation model and the present/future market position to provide the industry reference. The research differentiates the national competitiveness into six aspects and twenty-eight criteria. Through the analysis from the aspects and criteria, compare the weight of Taiwan and Mainland China to find out the identical and different point between both parties then look into the co-opetition and probe into the present and future market position. The results are as the following content： 1. Taiwan and Mainland China all has the small domestic market, leaning the foreign market on highest ratio and respectively situated at the word forth, first production power in the word. The market fluctuation of foreign market affects very much on the domestic industry, so the “market demand condition” is regarded as the first high aspect；Because of the material shortage, financial crisis, energy policy change of America and Japan, the “external environment change” listed as the third aspect；However, there are differences for the others, such as Mainland China listed “production element” as the second aspects and Taiwan listed “government” as the second aspect. It shows the solar wafer industry for Taiwan and Mainland China not only has the competition but also the cooperative chance for solar industry. 2. The co-opetition strategy in Taiwan：In the view of Taiwanese firms, which is competition stress from Mainland China, cost leadership strategy is the primary solution to Taiwan firms. The second is the strategy alliance by cooperative model. The third and fourth is the differentiation strategy and focus strategy by competitive strategy. 3. The co-opetition strategy in Mainland China：The first is the focus strategy by competitive strategy. The second is the strategy alliance by cooperative model. The third and fourth is the cost leadership strategy by competitive strategy and exclusive agreement or technical authorization by cooperative model. 4. There are different perspectives between Taiwan and Mainland China for market position. The present market position of Taiwan is the midstream manufacturer and will position on the downstream user in the future. The present market position of Mainland China is developed balanced whatever for upstream, midstream or downstream market and will position on the upstream manufacturer in the future. The market position in the future is different between Taiwan and Mainland China, Taiwan is positioned at downstream and Mainland China is positioned at upstream so both parties still have plenty of cooperative chances in the future.