本研究是以台灣中小尺寸面板產業中的二線面板公司為例,探討其在相對資源弱勢卻又同時面臨強敵壓境的情況下,要如何以制定藍海策略重新來進行機會創造與能力之建構和資源的配置以取得競爭優勢。經由個案之分析與推演,初步觀察是SWOT 分析可以引導或結合藍海策略思考,而藍海策略分析可強化 SWOT 初步結果。SWOT 與藍海交叉分析可以利用前者對機會的過濾後取得聚焦,利用後者的四項行動架構分析補強 SWOT 不足的部分。這四項行動架構分析包含提升、創造優勢與機會;消除、降低劣勢與威脅,可用以強化價值創造與風險評估,進而建立起具體的行動方針來建構出個案公司的競爭策略以取得優勢;突破「紅海」與「漸進式」思維而開創「藍海」與「躍進式」的市場。 研究特別著重在藍海策略擬定之四大原則中的「重建產業邊界」,並以個案公司在發展電子紙應用時,於製程、產品、通路、市場與環境等面向來分析其成功的因素。從中探討個案公司因為可以利用 TFT-LCD 製程技術為底結合電子紙專利技術,以現有生產線導入創新實驗室的概念,創新市場導向之產品與製程能力,快速地成功量產出電子紙新產品,因此具有能力來吸引並爭取到具有相同數位出版願景與強大市場行銷實力的通路合作夥伴,再加上適合的產品推出時機,配合市場與環境的需求,不斷地改善產品的製造來滿足顧客的需求,才能真正有效地打開電子紙市場,掌握創新價值並與通路合作夥伴分享藍海市場的主導權來共同取得利益。
This research focuses on how a Taiwan small and medium size TFT-LCD firm may use blue ocean strategy to gain competitive advantages. Through a combination of case analysis and derivation, we observe that SWOT analysis can lead in the blue ocean analysis, and the blue ocean analysis can strengthen the SWOT analysis results. We can utilize SWOT analysis to filter the chances of blue ocean analysis and utilize the four-action framework of blue ocean strategy to enhance the value-creation aspects of SWOT analysis to reduce the weaknesses and threats and to raise and create strengths and opportunities. Specifically, the study emphasizes the first step toward formulating the strategy for value innovation of blue ocean strategy which is building the capacity to create new market space that is uncontested, and breaking the common grounds with the six-path framework. The success of the E-paper display (EPD) market of the case is based on: 1) having a great vision and strategic analysis for EPD, 2) utilizing TFT-LCD technology to produce EPD and building a unique mass production ability, 3) attracting and cooperating with proper marketing partner, 4) creating the demand of market and environment at right time, 5) improving the manufacture of the products constantly to meet customer's demands.
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