Due to the worldwide adoption to digital television, many home appliance vendors are investing in liquid-crystal-display television (LCD TV). With the phenomenal potential for the LCD TV market, non-traditional TV vendors are also stepping in. Although there are various ways to view digital content such as set-top box, digital download and others, most consumers choose to buy LCD TV because of its price, price-on-performance and others. This thesis is to prove why people (buyers and sellers) prefer LCD TV over other technologies and how the global market is reacting to this adoption. By using brainstorming and Porter’s five force analysis, different aspects were considered such as current TV market by vendors and regions, other TV technologies, market drivers, competitive rivals and threats of suppliers, buyers, substitutes and potential entrances. After viewing those perspectives, LCD TV is the right technology at the right time. Keywords: liquid-crystal display television, LCD TV, TV technology, digital TV

我國LED 產業發展至05年全球市場佔有率已達26%。根據PIDA 的資料預估，2005 年全球 LED 下游的封裝產值為77.16 億美元、年成長率為24.7%， 2006 年產值成長至94.44 億美元、年成長率22.4%。以各地區比重來看，日本仍為全球最大的LED 封裝生產基地，台灣次之。06 年隨著國內白光LED 的出貨比重提升，國內廠商全球封裝廠商的市佔率也穩定的提升至17.8%，持續站穩全球第二大供應商的地位。LED 亮度近年來快速的提昇中，加上具有低耗電、環保等特性，因此在交通號誌、汽車市場的應用紛紛增加；另外，應用於照明與LCD 背光源產品也陸續問世，使LED 的應用領域逐步的擴展。該產業未來之成長性及對我國經濟、民生將愈來愈形成舉足輕重地位。本文章除詳細介紹LED產業外，並藉由五力分析及SWOT分析方式，從競爭策略、關鍵零組件分析等構面，來對該產業或是個案公司進行比較分析，且透過EVA(企業的超額報酬)的分解，對各家個案公司的獲利能力、盈餘品質及財務決策等各項重大影響公司價值的前提進行分析了解，之後再以盈餘折現方法及市場法人對成長性公司本益比評價模式相互驗證，嘗試尋找個案公司之合理股價，並對該產業及個案公司提出建議。

在節能、無輻射、高解析度、更具時尚的設計等優勢下，全球液晶電視取代傳統CRT電視的趨勢已經愈來愈明顯，各液晶電視品牌電視大廠對於委外生產的比例亦逐年提高。因此吸引了台灣許多廠商爭相跨足液晶電視代工的行列。 在發展液晶電視代工的廠商中，本研究針對廠商的特性將發展液晶電視的代工廠商歸類傳統家電廠、面板廠、筆記型電腦代工廠、監視器專業製造廠商四大類。本研究以邱志聖教授的策略行銷4C架構來分析這四類製造廠商的發展演進，並對這四類製造廠商未來發展提出看法，以做為液晶電視代工業者未來擬定策略的參考方向。 / With the advantages of less energy consumption and radiation, higher resolution, good looking in design, the trend that LCD TV replaces traditional CRT TV is very obvious. In the mean time, the outsourcing percentage for brand name customer is also getting higher and higher. Therefore, many manufacturing companies in Taiwan are aggressive to put their resources in this competition in order to get more outsourcing LCD TV order. The companies involving the LCD TV OEM/ODM can be divided by Home Appliance companies、panel makers、notebook OEM manufacturers and monitor OEM manufacturers. In this research, systematic analysis is done based on “Strategic Marketing Analysis” for the four kinds of companies. Hope it can provide some good information and reference to those companies when developing their LCD TV OEM/ODM strategy in the future.

本研究旨在探討液晶電視的消費族群特性，以及消費者在購買過程的品牌接觸的經驗要素，並瞭解「品牌接觸點」與「顧客滿意度」、「顧客忠誠度」之間的關係模式，以及不同消費者在「品牌接觸點印象度」、「顧客滿意度」之差異性，與各集群消費者在「購買行為」、「顧客滿意度」的差異。 研究方法主要透過量化的問卷調查，共獲得422份有效問卷，並輔以質化的專家訪談法，進行最後結論與建議。 經量化研究發現，消費者對「品牌接觸點重要性」的認知，可分為「重視功能」、「重視評價」、「重視廣宣」、「重視服務」、「重視方便」、「重視技術能力」等六項因素；消費者對「品牌接觸點印象度」的感受，可分為「廣宣運用程度印象」、「服務體驗與服務品質印象」、「產品功能與產品品質印象」等三項因素。並得知液晶電視的消費者分群可分有「品牌導向者」、「產品導向者」、「自我導向者」三大集群。 研究也證實「品牌接觸點印象度」對「顧客滿意度」、「顧客忠誠度」具有中偏高顯著相關；「品牌接觸點重要性」對「品牌接觸點印象度」也具有中度顯著相關。且不同消費者在「品牌接觸點印象度」、「顧客滿意度」，以及三大消費者分群在「購買行為」、「顧客滿意度」也都具有顯著差異。 另為提供更完整的研究建議，最後並訪談了多年來從事液晶電視品牌研究的行銷研究專家，針對此研究量化結果，提供專業意見，作為實務之行銷策略參考。

知識經濟時代的來臨，對於智慧財產之知識管理成為產業經營皆須重視的一項投入工作，無論國家、政府或產業界均以其擁有之智慧資產作為衡量未來競爭力的指標；其中又以專利代表的技術創新能力備受矚目。雖有許多衡量產業發展的方法，但由於近年來對專利資訊的利用，可用來支援經營管理與商業策略的參考，因此專利分析亦成為產業界的重要工具，不僅高科技產業希望能經由專利技術之分析確實反映產業的技術現況，政策制訂者亦以此作為衡量創新研發成果與科技發展方向的依據。因此，對台灣LED產業發展而言，當務之急除致力技術研發以及累積自身專利之保護傘外，如何藉由專利所提供的訊息瞭解當今產業技術現況，以作為輔助企業決策者參考用，成為相當重要的課題。 有鑑於此本研究以LED產業之專利佈局為研究，並著重在應用於大尺寸液晶背光源之白光LED進行產業技術個案研究。利用智慧資源規劃方法所述之從產業結構看智慧財產來進行本研究。由於智慧財產的經營必須建構在產業結構的連結，以及與特定產業供應鏈和價值鏈具有因果關係，並有系統且有效的將智慧財產權各類業務與企業各經營構面同步交叉連結，進而發展出與有體財產等值或超值的無體財產。 基於上述之說明，本研究以智慧資源規劃 ( Intelligence Resources Planning ， IRP ) 之觀念及方法進行，首先以LED產業之產業結構為背景，透過產業結構、技術結構、產品結構先了解整個產業上、中、下游間的關係，藉由產業鏈的分析蒐集與檢索該產業中技術領導公司相關之專利，進而了解其技術現況以及專利佈署情形等資訊，以作為進行下列研究分析用： 1. 市場佈局概況掌握 透過專利檢索找出其對應於該產業內各公司技術分佈及產業鏈位置，了解各領先廠商所擁有之技術與產品或有新興的潛在競爭者以及未來可切入利基點等。 2. 專利佈局之分析研究 利用產業鏈上的廠商分佈，進一步檢索其專利，並透過專利檢索的分析結果，用以分析每個公司於哪一個年度、哪些區域佈署哪些專利，並以產品/技術結構為基礎，分析產業鏈上廠商對應產品/技術結構的專利分佈，了解LED產業中領先廠商於各國專利佈局狀況，以及個廠商的產品發展情形。再由不同年代對應產品技術結構所產生的專利分佈，進而得知每個公司的專利佈署以及技術發展。除此之外，本研究更以現LED產業於技術發展所遇問題，例如增加LED光取出之技術方式，以該產業上主要領先的廠商為主進行檢索，進而整合產業調查與專利分析成果作為LED 專利分析資料庫，完整掌握LED產業的產業及專利資訊，提供國內廠商未來進行研發工作與專利佈局策略之參考。 故本研究主要以LED產業結構，以及連結LED產業的專利檢索調研與分析，了解LED產業中領先廠商所擁有的專利技術分佈矩陣分析，進而提出台灣LED廠商於專利佈署上之機會，以及建議台灣LED廠商可充分運用智慧財產之各種形態、群集、組合及區域佈署，進行全球之專利佈局，完整的專利佈署除可作為自身的保護傘外，也可免於國外大廠的專利威脅，進而也可讓自己在市場上佔有一席之地。 / Intellectual Property management becomes an important issue for business management in the age of knowledge-based economy. It is an indicator concerning the evaluation on potential competency of a country, government or industry. Management of Patent, which is deeply involved with technology innovation ability, is especially highlighted. Patent information, among many evaluation methods for industrial development, is used as reference for business management and strategy in recent years. Hence, patent analysis become an important tool for industry. High-tech industry depend on patent analysis to mirror updated technology development while policy makers take it to evaluate R&D results and direct technology developments. Therefore, it is significant for Taiwan LED industry to know updated technology developments and make business strategy through patent information, other than the R&D investments and accumulation of patent barriers. Thus, this thesis focuses on the patent strategy in LED industry, specifically on the case study of white LEDs applied in large LCD Backlights. The research will follow the IPR theory (Intellectual Resource Planning) to analyze intellectual property from the perspective of industrial structure. IP management should be built upon the interconnection of industries and is highly involved with the industrial supply chain and value chain. IP management need to systematically intertwines intellectual property and every aspect in industrial management to develop intangible assets of a value equal to or higher than tangible assets. The research begins with the construction of supply chain in LED industry through patent analysis on the technology of leading companies to provide a clear picture of the current status of technology and patent mapping. Such research can provide information as follows: 1. Market plan Patent search will show different companies’ technology distribution and positions in the supply chain. It can offer a better understanding for leading companies’ technology and products as well as possible new competitors and potential niche in the market. 2. Patent map Patent search will show the date and area of patent applications of different companies. Through a geographical and historical analysis, the patent map and technology development of different companies in the supply chain can be revealed. Besides, the thesis will focus on R&D problems in LED industry, for example, technology to increase extraction efficiency. The research will search patents of the leading companies and integrate industry survey and patent analysis to construct a LED patent analysis database. Through offering complete industrial and patent information in LED industry, the research can provide a reference for domestic companies to develop technology and patent strategy. The thesis will combine the industrial chain research and patent analysis in LED industry, further elaborating the patent and technology matrix analysis on the leading companies. It will propose some patent tactics for Taiwan LED companies to fully utilize every aspect of intellectual property to construct a global strategy. A complete patent map can offer better protection against international enterprises and achieve a preferable position in the market.

面對經營疆界( Business Boundary)越趨模糊的新世代，高科技電子消費性終端產業不斷展現誘人商機；隨著傳統映像管電視機式微，取而代之的薄型電視機進入市場，關鍵組件及軟體等科技研發競賽不斷推陳出新，刺激需求；原家電品牌(製造服務)業者主宰整個電視機產業，如今卻面臨強烈挑戰；覬覦液晶電視機(LCD TV)快速引爆市場需求，成長力道強勁並快速整合產業加值鏈，各業者競爭激烈，積極進場，甚至Electronic Manufacturing Service(EMS)大廠、資通訊業者等皆企圖搶奪液晶電視機市場。 液晶電視機產業能夠快速席捲市場，主要歸功於相關產業，積極投入研發與佈局，特別在投資新代線LCD面板廠、視訊晶片(IC)及設計代工的快速帶動下，讓產業加值鏈呈現蓬勃發展；而台商在此加值鏈佔有最重要的產業群聚。 從2009年德國柏林IFA、2010年美國CES Show、Computex等展覽中觀察到世界大廠不斷在技術研發向前推進；科技浪頭的百家爭鳴，似乎引領電視機產業來到一個不連續又不斷變動的競爭氛圍。在面臨產品生命週期短促、面板價格波動劇烈、多重廣播標準與門檻及終端市場需求變化巨大的經營挑戰下，產業加值鏈持續透過整合或外包策略因應；本研究個案廠商，考量資源分享極大化以提高競爭力，大多在此階段同時選擇代工(OEM/ODM)與自有品牌經營(OBM)。 本研究藉由文獻蒐集與個案深度訪談，得到來自不同資源基礎的四類個案廠商中，無論是選擇代工或自有品牌為主的商業模式，皆在任一模式佔總營收比重超過80%時，雖然產生部份限制，但從企業追求競爭力的角度來探討「驅動力」，其在降低成本、提高營業利益、養成關鍵技術Know-How、經營顧客服務等將展現最佳營運能量與效率；進一步就商業利益的角度檢視「平衡點」，其對於提高市場佔有率、構築自有品牌、經營顧客關係等亦將呈現效益最佳化。 至於，選擇代工與品牌並重之個案公司，則陷入較為不利之經營局面；然而，若能調整以自有品牌經營為主，與代工做切割，在創新能力、整體(含音質與畫質)設計能力等做到最具精緻特色，此亦極有機會先穩固區域品牌經營，再伺機擴張。最後對個案廠商未來發展做出策略建議，以及後續研究之方向，期為業界在強化競爭力與提高營業利益等經營議題，提供參考。 / The rapid penetration of Slim-Type TV with the price decline which is raised by the great progress of LCD related technology and increasing huge investment on new generation Fab. Taiwanese firms play significant roles in this worldwide prosperity and firmly integration at all-stream for a strong supply chain. As supply chain players keep implementing integration strategy to catch up with the cross-boundary opportunities, various business models have emerged. To address this phenomenon, a novel two-phase analytic framework was conducted to study the driving force and balance condition of Taiwan LCD TV vendors’ contract manufacturing (OEM)/OBM Model Choice. Through case-study and secondary data collection, we found that while facing tough business environment, Most of Taiwan LCD TV firms with different resource-bases , have choose both OEM/ODM and OBM to achieve economic scale for revenue increasing. Also, it’s a way to do cost reduction by sharing the resources. However, this study yielded different results when four-case companies implementing both OEM/ODM and OBM strategy, we found that if no appropriate resource allocation and right people/mechanism, increase another business model to existing model will bring the reverse effect. This paper finally concluded that different resource bases companies should consider various driving force and transform to the most suited business model through continue leveraging their own competences to catch the transient market opportunities.

台灣目前國人的電腦和網路的普及率相當的高，電子商務也連帶迅速的發展， 其中相當重要的平台就是線上購物與網路拍賣，線上購物和網路拍賣都是近十年來蓬勃發展的網路平台，2007年兩者的總產值超過1800億台幣，台灣的消費者目前相當習慣去網路平台瀏覽、購買商品。但是台灣的網路拍賣出現一個比較特殊的現象，那就是網路拍賣有一部分市場朝向線上購物，消費者是以購買新產品為主，而非過去網路拍賣是購買二手品、收藏品為主，這也讓本人想要研究探討其中的原因。 本研究主要研究為線上購物與網路拍賣的平均價格、價格分散程度是否有顯著差異，並且假設線上購物在平均價格與價格分散程度都會比網路拍賣大，以筆記型電腦和液晶電視為探討商品，調查所有品牌的型號，並且以型號為基準去比較是否有支持本研究之假設，進而探討筆記型電腦與液晶電視整體與個別品牌結果差異的原因。

液晶顯示器(LCD)產業是二十一世紀最令人矚目的產業，不僅因為液晶顯示器是一項融合了高科技與大量經濟投資的產業，更因為液晶顯示器的各種應用與消費者的日常生活習習相關，因此具有無限潛力的特色。 近年來，液晶顯示器隨著面板價格的快速滑落，使得液晶顯示器的售價越來越能讓消費者接受，也吸引了眾多的廠商投入，包含原日、韓及其他國家顯示器及電視大廠，歐美之資訊品牌或通路，台灣廠商也積極切入液晶顯示器和電視廠商之OEM及ODM代工，少數台商也切入自有品牌，也由於液晶顯示器價格的大幅滑落，新技術的興起，及眾多廠商的競逐其中，造成當前液晶顯示器產業之異常激烈競爭環境，而LCD 產業為台灣兩兆雙星產業之一，故其競爭力之提升不僅攸關該產業各相關企業存亡，對台灣維繫其日益流失之競爭優勢亦具樞紐地位，所以如何加強競爭力，並結合政府及民間之力量，從容面對日本、韓國之威脅，是國內目前產官學界所必須共同努力之目標。 經研究結果發現，個案公司之主要競爭優勢在於掌握關鍵零組件之生產、彈性之製造管理能力及全球通路行銷，積極進行策略聯盟以尋求與供應商上中下游及行銷通路間的垂直整合，以強化企業之競爭優勢。因此業者必須掌握企業核心競爭力、認清液晶循環趨勢及擬定企業競爭策略;進而尋求企業合併，並且建議政府提供穩定的投資環境與提昇廠商研發能力，藉以在液晶顯示器產業中取得持續性的競爭優勢。 本研究運用包含「五力分析」、「鑽石模型」、「競爭策略」及「SWOT」等產業分析理論，來研究企業如何建立核心能力，進一步歸納出液晶顯示器廠商競爭優勢的經營策略，並從中萃取出產業關鍵成功因素，以期望能提供作為業界參考及學習之用，並作為公司擬定其未來策略方針之用。

本研究是以產業分析結合情境分析法找出台灣液晶電視產業的過去、現在影響發展的因素和未來的可能的情境及策略層面，以供關心台灣液晶電視產業發展的同業參考。在完成產業的情境分析之後，本研究也將以個案:奇美新視代為例分析其可能的因應策略。 本研究對產業因素及產業情境分析主要是從產業環境、產業結構、廠商行為三個面向結合相關財務的資料佐證本加上五力分析的結果，作為情境分析法的影響因素來源。 而後是以對應產業情境分析法，將其分析結果，結合競爭優勢和相關產業策略以及白地策略產生相關台灣液晶電視產業的相關情境下之可能策略並對應個案奇美新視代的因應策略。 而根據情境分析的結果，立即應進行的是產業內競爭力的提升，透過垂直整合和水平購併使台灣液晶電視產業相關業者區域內競爭力提升。 就長期而言，要培養具國際視野和最新技術的國際頂尖學者，也要針對產業和新技術的政策擬定針對性市場技術開發策略，以利後續產業國際化和國際品牌的配合與銜接。 / This research applies Industrial and Scenario Analyses to figure out the factors that are affected from the history and current states to generate the future developments of Taiwan’s LCD TV industry. It also acts as a reference to companies who concern about the developments of this industry. Besides, after the Scenario Analysis of Taiwan’s LCD TV industry, this research will take the company, CHIMEI Nexgen, as an example to analyze its possible responding strategies to this industry. The research starts with the analysis of 「Structure-Conduct-Performance, SCP」 and the related financial information. Moreover, it uses five forces as the factors of Scenario Analysis. Afterwards, it corresponds with the industrial analysis to use the result and competitive advantage, related industrial strategies and White Space Strategy. According to the results of scenario analysis, what CHIMEI Nexgen should do is to uplift its competitiveness in Taiwan’s LCD TV industry through vertical and horizontal integrations of the value chain. As a long run, it is important to develop international top scholars with the global vision and state-of–art technologies for Taiwan’s LCD TV industry. Moreover, for industrial and high-technology policies, Taiwan’s LCD TV industry should map out the expending technical developing strategies that focus on international market in order to correspond to its follow-up products and international brand.

在台灣，未來很有可能帶領台灣高科技產業向上突破的新英雄---薄晶電晶體液晶顯示器（TFT-LCD），已逐漸為人所重視，近來，TFT-LCD產業的更是利多頻傳，不但在股票成交量創下新高，股價更是一再突破新高。本文則是希望以資料包絡分析法(DEA)來比較分析台灣各家廠商（友達、華映、奇美電、廣輝、彩晶）的相對經營績效，研究範圍從2001年第四季一直到2004年的第一季，所採用的投入變數即為資產總額、營業成本、營業費用和員工人數，產出變數我們則採用營業收入和營業淨利。 總結來看，廠商在CCR和BCC模式下，雖然在平均排名上，兩個模式並不盡相同，但由時間趨勢來看，五家廠商在趨勢變動上，大致是一樣的；效率值表現較好的時期為2002Q1、和2002Q2和2004Q1，較差的則為2002Q4和2003Q1，推測其原因，一部分當然是和景氣的波動有關，但也和面板的價格波動有一定程度的相關。 藉由Tobit 迴歸分析，意味著廠商可藉由提高每人配備率、總資產週轉率、流動比率、研發費用率及經營年限等變數，可提昇廠商的整體技術效率，提供了一些政策方向供廠商參考。 以Malmquist生產力指數來看，總要素生產力的變動（Tfpch）大部分的因素，是來自於生產技術的變動(Tech）；彩晶在總要素生產力的變動上，平均有16.8%的成長，是第1名，其他的廠商則呈現不大的差別；但若以時間趨勢來看，2001Q4到2002Q1和2003Q1到2003Q2兩各階段都有滿大的成長，但在2002Q2到2002Q3和2002Q3到2002Q4兩個階段卻呈現衰退的表現。 / In Taiwan, TFT-LCD, which is likely to lead high-tech to strive upward in the future, has been receiving more and more attention. Recently, TFT-LCD industry has come into great blossom. Not only does the stock transaction amount achieve a record-breaking peak, but the stock price also makes breakthroughs at all times. This research is to use Data Envelopment Analysis(DEA) to compare and analyze the relative operating efficiency of chief leaders in the high-tech industry, including AUO, CPT, CMO, QDI to HannStar. The research ranges from the 4th quarter in 2001 to the 1st quarter in 2004. The researcher adopts input variables, which include total assets, business costs, business expenses and employees, and output variables, business revenues and business net profits, as well. On the whole, in spite of CCR and BCC model, the average order is different, but approximately similar. The quarters, which perform well, are the 1st quarter in 2002 and the 1st quarter in 2004; the bad quarters are the 4th quarter in 2002 and the 1st quarter in 2003. To speculate reasons, it has to do with the business cycle and panel board price fluctuation. Under the frame, by use of Tobit analysis, factories can strengthen total technology efficiency by raising equipment per employee, total asserts turnover, current ratio, R & D ratio, and the period of operating. It provides these factories a referential direction. In conclusion, according to Malmquist index analysis, the Tfpch is the better part from the tech. HannStar, with 16.8% average growth in Tfpch, is the top one. The other factories are nearly close. In the time period, from the 4th quarter in 2001 to the 1st quarter in 2002, and from the 1st quarter in 2003 to the 2nd quarter in 2003, the other factories has a high growth, but from the 2nd quarter in 2002 to the 3rd quarter in 2002 and from the 3rd quarter in 2002 to the 4th quarter in 2002, there is a decline in growth.