無線模組廠商經營與發展策略分析
—以佐臻股份有限公司為例

當外部環境發生變化，而必須重新設定策略目標時，企業的管理團隊可以從競爭的角度分析五大作用力的動態，企業在所屬產業的獲利機會與威脅。企業為了生存卻必須在保有既存核心優勢之同時，還要培養未來發展所需的能力，而檢視關鍵因素，正反應了策略及時調整的精神。確保在軌道上行進而奔向未來，讓所有的現在作為都向未來目標調整，並且維持現在的安全。倘若企業發展新事業不能與關鍵因素取得共鳴，則資源即無法集中於最關鍵之處，便無法達成轉型高科技產業的目標。本研究以佐臻股份有限公司為個案研究目標。它是以提供無線通訊模組 SiP (System in Package)微型化解決方案的設計服務，協助客戶將原本在電路板上的晶片整合成單一構裝元件。近年更跨足物聯網與穿戴式裝置的無線系統應用模組解決方案與整機產品整合方案。本研究以五力分析協助了解個案產業結構競爭者，並以一般性競爭策略找出佐臻公司策略型態。本研究結果發現，執行轉型高科技產業的第一步就是確立企業的產品構面與管理構面的把握度，逐一審視自己的發展利基，然後第二步，再依據市場構面的價值內容，彈性調整自己的策略。而經營者為了確保企業策略被有效實行，必須同時整合多項構面之關鍵因素，缺一不可。企業盡力追求經營策略與轉型發展配適之餘，仍應隨時再觀察、再定位。這樣才能確保企業永續發展。國內資訊產業雖發展歷程完整，但仍應深自反省，就產業特性及本身之優劣勢，順應大環境之機會與威脅作出規劃，並發展出個別企業轉型高科技產業的策略，以面對此競爭激烈的經營環境。

關鍵字

無線模組；競爭策略；智能眼鏡；佐臻公司

並列摘要

When the external environment changes, the company's management team must re-set their strategic objectives, and analyze the dynamics of the five forces from the perspective of competition to understand its’ profit opportunities and threats. In order to survive, enterprises have to not only strengthen it’s own existing core strengths, but also to develop the necessary capacity for future development, and view the key factors in order to timely response to adjust strategy. If the development of new business enterprises can not resonate with the key factors, the resources can not focus on the most critical, the goal of transformation of high-tech industries may lead to failure. This study takes Jorjin Technologies as the case study. It is designed to provide a SiP (System in Package) miniaturization solution for wireless communication modules to help customers consolidate wafers on a circuit board into a single component. In recent years, the improving technology accelerate the development of networking and wearable devices across the wireless system application module solution. This study uses the five-force analysis to help understand the case of industrial structure competitors, and the general competitive strategy to understand Jorjin Technologies 's strategy type. The results show that the first step in implementing the transformation of high-tech industry is to establish the enterprise's product aspect and management level to look at their own development niche, and then accordingly adjust their strategy based to respond market needs. In order to ensure effective implementation of corporate strategy, the business management have to integrate and consider multiple aspects of key elements. Although the development of Taiwan Tech industry is complete, self-reflection on the industrial characteristics and its own advantages and disadvantages is still necessity. To successfully adapt to the threats from the changing environment, a dedicate planning to develop and transform high-tech industry strategy will hold the key to survive.

並列關鍵字

Wireless module ； Competitive strategy ； Smart glasses ； Jorjin company

參考文獻

Hill, C. W. L. and G. R. Jones 1998. Strategic Management Theory: an Integrated Approach (4th ed.). MA: Houghton Mifflin.

Porter, M. E. 1980. Competitive strategy-techniques for analysis industries and competitors. New York: The Free Press.

Porter, M. E. 1985. Competitive advantage: creating and sustaining superior performance. New York: The Free Press.

Porter, M. E. 1990. Competitive advantage of nations. New York: The Free Press.

Porter, M.E. 1979. How competitive forces shape strategy. Harvard Business Review, 57(3): 20-24.

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無線模組廠商經營與發展策略分析 —以佐臻股份有限公司為例

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