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  • 學位論文

光學鍍膜產業的創新經營之研究-–以P個案公司為例

The Study of Innovative Management on Optical Coatings Industry– The Case Study of P Company

指導教授 : 陳光華

摘要


人們的日常生活中,標準光學鍍膜產品在應用上已經逐漸普及。隨著科技技術的日益進展,許多新構想的設計伴隨用途增加而產生,此趨勢意味仍有許多市場機會可以被開發。2005年全球在光學鍍膜的整體銷售額為42億6000萬美元,根據 BCC Research以年平均成長率3.9%的速度成長為推測模式,預計在2012年將達到56億美元的規模。 由於國內大部分的光學鍍膜企業皆處於OEM的代工經營模式。當產業發展走向已成熟技術的階段時,即使在台灣最引以為傲的高效率及低成本製造管理模式下,產業依然在激烈的競爭市場淪為紅海產業。縱然歷年為我國創造了輝煌外銷產值,但近年來幾乎已無利可圖,再加上金融風暴造成的產業景氣大幅衰退,不僅發生供需失調,市場價格與需求暴起暴落的劇烈變化,大部份的中小型經營者均已經退出市場,本研究將針對P個案公司的轉型,創新的經營策略、產品策略及執行方法,找出其關鍵成功/失敗因素,借此範例提供業者參考及借鏡。 在2008年金融風暴摧殘下,各行各業已是哀號遍野,所有國內的企業在消費性產品緊縮下,部分企業未及時規劃與反應下不僅血流成河更淪落至關廠停業。如何提升產品線產值、創造產業附加價值、擴大全球化製造佈局及拓展消費性產品的應用面選定等,將是國內所有產業未來發展的重要議題。在國內產業面臨外在與內在的雙重壓力之下,如何結合政府、產業界與學術單位的力量,善加運用台灣的產業核心技術,進行串聯、整合能力,再提升產業價值,已經是現今提倡產業再造、技術提升的當務之急。 本研究選定以Schumann (1994) 提出的創新種類為依據,設立研究架構及操作變數,進行研究創新經營模式與整體企業經營策略佈局及問卷調查方式獲得的數據之差異,來評估個案公司的策略做法與現行實施結果。以研判個案公司是否具有持續獲利能力,並將導引出結論,以供業界其他公司參考。

關鍵字

創新經營 光學鍍膜

並列摘要


In our daily life, standard optical coating products have been gradually common in application. Along with advances of technology, many new ideas and designs were born. The trend means there are lots of market opportunities can be developed. In 2005, the global sales of optical coatings were 4.26 billion. According to the BCC Research, the sales will be 5.6 billion in 2012 with the growth rate of 3.9%. Owing to most of domestic optical coating corporations are OEM business model, when the development of industry has been in the stage of mature technology, the industry is still in Red Ocean strategy in the competitive market even the business model use high efficiency and low cost manufacturing in Taiwan. Though optical coatings industry has created a lot of export value for many years, it becomes unprofitable in recent years. Because of the industry recession caused by the financial crisis, resulting in the imbalance of supply and demand, the fluctuation of market price and most of small enterprises are out of market. In this study, we focus on the transformation of corporate P, the innovation of business strategy, product strategy and methods of implementation, finding out key success or failure factors as the reference for the corporation. The industries were dramatically affected in 2008’s financial crisis, parts of the companies have shut down due to not planning and response timely under the recession of consumer products. It is the important issue for domestic industries in the future that how to enhance product value, create value-added, expand the global distribution and develop consumer products. In the internal and external pressure of the domestic industries, how to combine the power of government, industry and academia, make good use of the core technologies in Taiwan to integrate and to promote value has been the urgent task. This study establishes a research frame and operating variables base on the innovation form Schumann (1994). We research innovative business model and the difference of the data between the business strategy and arrangement to evaluate the strategy and the implementation at P Company. Simultaneously we can determine whether the P Company has the profitability and find some results which can be the reference for other companies in the industry.

參考文獻


5. 林靈宏、劉水深、洪順慶,「消費品類型、創新類型與新產品行銷策略關係研究」,管理評論,民83,第十三卷,第一期,頁57-77。
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被引用紀錄


葉思均(2012)。化學材料廠商技術策略之研究〔碩士論文,國立臺北科技大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0006-1707201215062800
陳祐瑩(2016)。跨國企業子公司之企業社會責任研究:以新興市場為例〔碩士論文,國立中正大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0033-2110201614052558

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