台灣汽車電子產業競爭策略分析

Competitive Strategy Analysis in Taiwan Autotronics Industry

劉木生(Mu-Sheng Liu)

指導教授 ： 李婷

元智大學/資訊學院/資訊管理學系/碩士(2007年)

摘要

全球汽車電子產業的興起，給予台灣資訊電子產業脫離微利經營困境之絕佳契機，然而，汽車與資訊電子產業彼此產業特性迥然迴異，相關業者該採取何種策略來降低跨領域障礙，以取得未來龐大汽車市場商機，則是本研究探討重點。本研究旨在探討全球汽車產業發展現況，以及未來趨勢，並藉由Porter之五力分析、鑽石模式分析與SWOT分析等競爭策略理論分析台灣汽車電子車產業在面對新興產業之特殊環境下，其所應發展的競爭策略。另透過深訪談彙整專家意見，確立相關因素認同程度，個案分析則主要作為策略理論之成功關鍵因素實務驗證，綜合歸納出研究結論，並提出具體建議，期望提供相關業者於未來制定競爭策略、與政府相關單位研擬發展政策之參考。本研究結果顯示，汽車產業鏈供應將為標準統一化、零組件模組化，而半導體、光電、通訊等資訊電子產業利基，是台灣汽車電子在發展車載資訊與通信、主動或被動安全系統等類別產品之優勢；在機電系統整合能力、關鍵技術能力上則是台灣產業最需加強。本研究建議，台灣汽車產業發展在競爭策略方向上，應該積極與國際大廠建立長期緊密策略夥伴關係，並加強關鍵技術之研發能力以及專利智財之佈局；建議以售後市場（AM）先行切入，北美、西歐及中國大陸為重點發展目標。同時建議政府，應加強國內產、官、學界聯盟整合及實質績效之考核，以共同協助台灣汽車產業未來有利之發展。

關鍵字

汽車電子產業 ； 競爭策略 ； 五力分析

並列摘要

The main purpose of this study is to discuss the status of the development and the trend of global autotronic industry, and to analyze the competition strategies of Taiwan’s autotronic industry under a special developing environment. Owing to the growth of global autotronic industry, the IT industry of Taiwan has an opportunity to get away from a predicament of low profit margin. However, what strategies are employed to reduce the barrier among multiple fields of automobile industry to get a huge business opportunity will be the focus of this study. This study will sum up some conclusions and propose some concrete suggestions to offer the automobile industry and government for establishing competition strategies and policies. The results of this study show that the supply chain will be standardized and unified, and components will be modularized. Semiconductor, optic-electronic, and communication industries are the successful basis of Taiwan’s autotronic industry in developing telematics, active and passive safety system. But it should be enhanced in the key technology of integration of mechanical and electronic system. In this study, it is proposed that Taiwan’s autotronic industry should actively build up a closer partner relationship with international automobile companies, and enhance the R&D ability and intellect property. It is also suggested that the after markets (AM) in North America, Europe, and China could be developed. It is also suggested that cooperation among government, industry, and research institute should be strengthened to assist the development of Taiwan’s autotronic industry.

並列關鍵字

autotronics industry ； competitive strategy ； Porter’s five forces analysis

參考文獻

24.經濟部技術處，《產業技術白皮書》，民國九十三年。

1.Aaker, D. A., “Managing Assets and Skills: The Key to a Sustainable Competitive Advantage,” California Management Review(l:31) , 1989, pp. 91-106

3.Ansoff, H. I. and McDonnell, Implanting Strategic Management, 2th ed., Prentice-Hall (UK), 1965.

6.Bain, J. S., “Economics of Scale, Concentration, and the Condition of Entry in Twenty,” 1956.

7.Barney, J. B., “Organizational Culture: Can It be a source of Sustained Competitive Advantage?,” Academy of Management Review, Nov., 1986, pp.656-665