A Study on the Optical Industrial Business Strategies and Competitive Advantages: The Case of U-Company.

台灣精密光學技術雖非獨步全球，但憑著堅實的產業供應鏈，加上自身優質的生產技術、成本控制、大規模及彈性兼顧的生產能力，已經成為全球各大品牌廠商長期倚重的生產合作夥伴，也是台灣光電科技產業穩健成長的典範。台灣光學產業隨著更為高階光學產品需求不斷開加上影像功能在電子產品中扮演日益重要的角色，光學元件之未來需求仍持續成長其未來發展也將更加被看好。 本研究欲藉由光學產業的分析及個案廠商的競爭優勢及策略發展演進之解析，探討廠商如何在產業強力競爭之環境下建立競爭優勢，規劃因應環境的策略方向，因應環境演變快速調整策略，以屹立於競爭激流中而不動搖。 經由本研究之探討，歸納結論如下： 1.經研究印證產業五力分析架構，確實存在無法充分掌握超級競爭產業變化快速的限制。 2.歸納分析個案廠商之策略演進軌跡、長期競爭優勢及長期風險，作為廠商建立優勢及制訂策略的參考。 3.提供建議給廠商作為競爭優勢之建立及策略方向擬訂的參考，以提高競爭優勢，維繫該產業競爭力。Although Taiwan is not the global leader in precision optics, due to its strong industry supply chain, excellent production technology, production cost control, and a production capability that appropriately balances both large-scale and flexible production, it has become a long-time production partner that global brand manufacturers rely on. Taiwan's precision optics sector has also become a model of steady growth for the optoelectronic industry. Taiwan's optical industry continues to develop along with the increasing demand for high-end optical products. Image functions have also played an increasingly important role in electronic products. Consequently, the demand for optical components will continue to grow. This, in turn, promises an even brighter future for the optical industry. By analyzing the optical industry as well as the competitive advantage, strategic development, and evolution of individual manufacturers, this study aims to examine how Taiwanese manufacturers establish their competitive advantages despite fierce industry competition and plan and adjust strategies in a timely fashion as the environment changes to withstand the current competition. Based on the current study, we conclude as follows: 1. The results confirm the limitation faced by the Porter's Five Forces analytical framework; that is, it cannot completely grasp the fast pace of change in a hyper competitive industry. 2. The results provide a reference point to help manufacturers establish competitive advantages and formulate strategies through inductive analysis of individual manufacturers' strategic paths and their long-term competitive advantages and risks. 3. The results provide recommendations to manufacturers as are reference to establish their competitive advantages and formulate strategic directions so as to increase their competitive advantages and maintain the industrial competitiveness.中文摘要 i 英文摘要 ii 誌謝 iii 目次 iv 表目次 v 圖目次 vi 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的 2 第三節 研究方法 3 第二章 個案公司介紹與文獻回顧 4 第一節產業現況分析 4 第二節 個案公司介紹 8 第三節 經營策略的介紹 13 第四節 競爭優勢的介紹 18 第五節 經營績效之指標及衡量 23 第三章 研究方法 25 第一節 研究架構 25 第二節 研究步驟 26 第三節 研究分析方法 27 第四章 個案分析 28 第一節對公司成立之初–導入與成長期的分析 28 第二節對公司面臨挑戰–盤整期的分析 30 第三節個案結論 35 第五章 結論與建議 39 第一節 結論 39 第二節 建議 40 第三節 後續研究建議 41 參考書目 4