Case Study of the Strategic Management of Scanner Industry in Taiwan: Microtek International Company

面對內外環境快速的變化，企業必須不斷審視本身的能力與條件，以作出正確的選擇，而後集中資源在具有核心競爭力之領域，如此才能在產業中獲得成功。台灣資訊產業在歷經數十年之發展過程中，多種項目在全球資訊市場表現優異，其中光學閱讀機，也就是後來所謂之掃瞄器，更具傑出和代表性。 本研究是以台灣影像掃瞄器產業為例，採取個案研究方法探討全友電腦公司在三個時期：草創期、叢林競爭期與整合調整期的過程中因應內外在環境及條件的改變，應用波特五力分析模式與產業組織經濟結構-行為-績效理論來分析台灣企業如何在創始之初應用國際經營策略，而後藉由研發與創新的堅持及持續的投入而造就了台灣資訊產業中一個唯一經由自己技術設計研發出來且具有全球知名自有品牌的產品；而後由於技術擴散及低進入障礙，使得產業在看好者眾的情形下，加上全友在掃瞄器深耕已久，培養出不少人才，員工自行創業下，國內掃瞄器廠商大量增加，雖創造了極高的全球市佔率，但終於引爆市場殺價競爭的惡夢，進而造成價格崩跌、獲利萎縮的惡性競爭；直到目前為因應全球掃瞄器市場在供給面與需求面上重大的轉變，台灣碩果僅存的幾家公司依照其本身的條件採取了不同的策略，以因應市場與本身條件的變化；同時並藉此研究以瞭解個案公司的經營模式與競爭優勢演變、創立迄今的崛起，跌落與努力再起及掃瞄器產業未來的發展趨勢，以便能對台灣掃瞄器產業之經營策略提供參考。In order to take the challenge of internal and external environment quick change, the enterprises need to check its own ability and competence frequently to make the correct selection and then concentrate all the resource into that selection area. The IT industry in Taiwan has been developing for more than 20 years, among all the related industries and products, the scanner was one of a very unique and outstanding case to study. The focus of this study is concentrate on the Microtek strategic management in three periods of developing scanner, composition of five competitive forces, and its organization economic model to discover the industry’s structure, behavior and performance. Also this study aims at identifying the Microtek International Inc. management model and the evolvement path in each period of developing scanner and the last the case provides a good example to show how a high-tech company establish his empire in the beginning by innovation and research and then decline due to lack of speed to react the change of market demand to now try to wake up again