日月潭紅茶是台灣魚池鄉的地區特色茶，得天獨厚的風土條件下，有足以與世界紅茶相提並論的優良品質及悠久歷史，但沒有相應的價格及知名度。本研究以智慧資源規劃的觀點分析當地紅茶產業事實及市場概況，歸納優質農產品背後的智慧資源所創造的競爭優勢，進行產品定位。在既有的營運模式下導入智慧資源規劃思維，結合實體商品及智慧資源，發揮綜效(synergy)，創造更高的市場價格。日月潭紅茶產業以自產、自製、自銷的小農為主，私品牌林立，形成許多小供應鏈，資源整合不易。價值活動中存在茶樹育種人員品種權保護意識不足、茶葉相關技術過度專利化且未能廣泛應用於產業、茶作及製茶技術欠缺流程化管理、日月潭紅茶品質及產地認證標準不具公信力、技術竅門多內隱在人身上等問題，削弱商品的競爭優勢。當地紅茶產業參與者宜依照不同環節的價值活動，規劃各類智慧資源的優先順序，強化產製銷一元化的小茶農競爭優勢，其中徹底導入產銷履歷制度，將是整合日月潭紅茶各類智慧資源的重要推手。 / Sun Moon Lake black tea is a local tea growth in the specific area of Yuchi in Taiwan. Although its fine quality, owing to Yuchi’s unique growing conditions with long history comparable to world-renowned black teas, but lacks corresponding price and popularity. Intellectual Resources Planning (“IRP”) is a method for conducting industry and market research, including intellectual resources to identify competitive advantages in product positioning. IRP involves a combination of tangible products as well as intellectual resources into an existing business model to maximize value. Currently most of the teas in Yuchi are sold by individual farmers, various private labels and small supply chains are formed independently, making it difficult to integrate resources. Other problems which lead to weaken competitiveness include inadequate plant variety rights, over-patenting of methods and technologies, insufficient documentation in tea production, low credibility of geographical indications of the products, and the fact that tea production techniques are largely tacit knowledge. For the above reasons, Yuchi’s tea industry should prioritize intellectual resources depending on the core content of value activities to strengthen the competitive advantages of small tea farmers. It is also critical to implement traceability systems to track the authentic products so as to the credibility can be preserved and defend.

目前管理文獻對於智慧資源規劃的探討仍著重在概念及方法的釐清和探索，因此本研究欲以智慧資源規劃觀點，進行TFT-LCD產業的實證研究，以冀能對政府產業政策與產業經營者提供具體的產業智慧資源規劃策略，促進TFT-LCD產業的良性發展。 在研究方法上，本研究先探討智慧資源規劃策略，並分析智慧資源規劃之產業策略效益，進而提供產業政策與企業決策參考。其次界定智慧資源規劃的重要因素，建立智慧資源規劃之重要構面，以建立與實施智慧資源規劃策略。最後選擇TFT-LCD產業作為實證研究，提供智慧資源規劃之理論和實務連結的參考。 □□在研究結果上，台灣產業應積極建構上游設備、原物料和關鍵零組件的供應鏈，並需建立緊密的品牌及通路的聯盟關係。因應TFT-LCD產業必須面對的智慧財產權成本與風險，智慧財產權之佈署和經營，也必須連結到產業結構、供應鏈和價值鏈之上中下游關係。在產業政策上，政府應積極提高上游零組件自製比率與發展設備產業，對於西進大陸議題，政府的產業政策似應採取更積極開放的管理措施。同時政府應協助企業建立智慧財產交易和管理相關的技術資料庫與市場資料庫，並積極培育進行國際智慧財產侵權訴訟的專業法律與管理人才，才能提升台灣TFT-LCD產業的國際競爭力， □□b後續的研究中，可進行台灣、韓國、日本及大陸的跨國研究和產業政策分析，而跨時間及地域的產業實證研究，將可對TFT-LCD產業有深入的觀察與分析。至於各企業的專利佈局與專利訴訟策略，需進行產品結構與技術結構和專利訴訟策略與專利策略聯盟的深入分析 / This thesis would like to initiate TFT LCD industry empirical research from the point of intellectual resource planning to provide solid industry intellectual resource planning strategy for industry policy and enterprise decision maker. As to the research result, Taiwan TFT LCD industry shall establish the supply chain of equipment, raw material and key component and organize close alliance of brand and channel. Responding to TFT industry high intellectual property cost and risk, the management and arrangement of intellectual property shall be linked to upstream and down stream of industry structure、supply chain and value chain. As to industry policy, the government shall aggressively enhance the self-manufacturing rate of key component and develop equipment industry. Dealing with China investment policy, the government shall adopt more aggressive management attitude and help enterprise to build up the market and technology database of intellectual property transaction and management. Besides, the government shall assist enterprise to train professional law and management of international intellectual property dispute to enhance international competitiveness of Taiwan TFT LCD industry. In the following research, may initiate transnational research and industry analysis of Taiwan, Mainland China, Japan and Korea and it would be helpful to deeply analyze the development of TFT LCD industry. As to the patent arrangement and patent lawsuit strategy of respective major companies, it is necessary to analyze product, technology structure, patent alliance and patent lawsuit strategy.

晶圓製程設備商必須充分利用全球化智慧資源規劃，發展企業策略，才能創造企業競爭力和成長動能。經過多次的景氣循環，晶圓設備產業已經成為少數廠商全球激烈競爭的環境，特別是仍有兩家設備供應商以上的產品線。對於客戶而言，購買設備的主要因素來自於廠商製程能力和成本的優勢。除了少數關鍵製程由一家壟斷外，客戶都可以在每一個新製程世代(Technology node)找到兩家廠商評估設備和技術需求。在贏者全拿的壓力與吸引力下，在每一個新製程世代的銷售週期中，晶圓設備商都必須要充分利用智慧資本化的效益，掌握客戶的技術、量產時程，才能確保銷售空間。在發展策略上，為面對高技術競爭但是低成長的產業環境，晶圓設備商必須要透過併購和整合其核心技術相關新事業才能同時整合既有智慧資源和創造成長。 不管從市場規模和產業鏈來看，台灣的半導體產業已經成為全球最重要的製造據點，也是台灣最重要的產業之一。半導體製造廠龐大的資本支出和相關需求更讓台灣成為各半導體設備商的銷售服務的兵家必爭之地。根據SEMI的最新市場調查，總計台灣2007年的半導體設備市場達到106.5億美元，較2006年大幅成長45.2%，正式超越日本成為全球最大半導體設備投資市場。在產業鏈中，晶圓製程設備除了是晶圓廠最大資本支出外，還是產業技術發展的供應者。很可惜的是，雖然擁有龐大的商機做後盾，台灣卻沒有及時發展這個領域。在轉換成本、專利、和領導晶圓製造商合作開發和人才、資金等高產業門檻下，除了自動化設備較有進展外，台灣在晶圓製程設備產業的自給率普遍低於5%，技術、智財和人才還是掌握在外國的晶圓製程設備廠商。在沒有整合產、官、學、研等資源和適合的智財管理規劃下，在需要高度基礎科學和長遠技術發展的晶圓製程設備產業，我們設備自制化的結果不高，並不令人訝異。晶圓製造業者的議價和技術自主能力因此而受到拘束，所發展的智財也沒有太大價值和效用。 本研究目的希望以智慧資源規劃為研究方法，進行晶圓製程設備產業的實證研究。先就市場特性分析晶圓製程設備產業概況，接著探討廠商如何運用智慧資源規劃的資本化和產業結構化切入市場，最後在實證研究上以分析主要晶圓製程設備廠商的專利能量和最新奈米技術High-k/Metal Metal Gate探討產業的技術發展趨勢與廠商智慧資源規劃的運用和佈署。期望從綜合上述論點，做為台灣是否適合發展晶圓製程設備和又該如何準備智慧資源規劃的參考。 / Global intellectual resource planning (IRP) is cruicial in industrial strategy for wafer fabrication equipment vendors to develop competence and growth momentums. After several business cycles during the past few decades, this industry has become a very competitive market of a few players. For their customers, the key decision factors are the technology capability and cost of the vendors. Except for some critical process equipments dominated by only one vendor, the customers can identify 2 vendors to evaluate their equipment and cost performance. That Winner takes all become the pressure and attraction of the industry. The vendors must fully apply the value of intellectual property and overhaul their customer’s technology and production roadmap to ensure their share in the market. To cope with the market challenges of low growth and highly competitiveness, the vendors must incoporate and integrate other new companies of their core technology to consolidate given intellectual resource and create better achievements. Either from the perspective of market size and industry value chain, Taiwan has played the most important role in semiconductor manufacturing industry worldwide. To extend their market share and keep in the lead, the foundry and DRAM companies have aggressively invested in the production of 300mm fabs. The vast investments and its production demands have made Taiwan the most competitive place in semiconductor equipment markets. According to the SEMI most update, the business volume of Taiwan semiconductor equipments market reached to US$10.65 billion in 2007, with an impressive growth of 45.2% more than 2006. Taiwan has overtaken Japan and become the largest semiconductor equipment markets in the world. In the industry value chain, the wafer fabrication equipments not only accounted for the greatest capital expenditure of fibs but also the foundation for the process technology development. It is a pity that the equipments industry in Taiwan did not flourish as along with the great market here. All the key technologies, people, materials and components are manipulated by foreign vendors. This situation resulted in an un-balanced development in domestic semiconductor industry as well as the bargain power and self-owned technology. The related developed intellectual rights can not show the real value and effect. With the high entry barriers of transfer cost, patents, professionals and investments of wafer fabrication equipments markets, Taiwan vendors take less than 5% in the market share, except for some progress in automation equipments of lower IP, capital and transfer cost barriers. The Taiwan vendors have not demonstrated capability in process technology to penetrate the markets. The wafer fabrication equipment market growth was a result of o the outsource investment from Europe, US and Japan fabs. It turns out that the technology, IP and people are still possessed by foreign vendors. Without the synergy and integration of government, academia and industry and intangible resource planning, it is not surprising that our production localization ratio is relatively low. Thus, the thesis will elaborate the case study in the way of intellectual resource planning. First, the research will analyze the industrial characteristics of wafer fabrication equipment market. In the followings, this research will discuss how vendors can apply IRP to penetrate the market. Finally, this research will analyze the patents of major vendors and High-k/Metal Gate process technology to elaborate the industry technology cycles and new technology development strategy. As a result, the thesis will try to discuss if it is suitable for Taiwan to develop the wafer fabrication equipment market and also serve for reference how to prepare the intellectual resource planning.

台灣最早投入TFT LCD是在1991年。發展早期只有兩家小公司，且受困於日本的技術屏障以及經營規模，一直無法有大格局的突破。直到1998年起，由於經濟開始衰退，日本方才開始陸續釋出TFT LCD相關技術，以授權或技轉方式讓技術開始擴散，此時方有多家台灣廠商開始陸續投入TFT LCD這個行業。 經過多年的努力，政府也漸漸開始重視TFT LCD產業，並且在2003年提出「兩兆雙星」五年國家經濟發展計畫，提供各種資源，全力扶植IC與TFT LCD兩項產業，其中TFT LCD被看好是台灣下一個產值破兆的產業，繼晶元代工之後下一個延續國家科技命脈的蓬勃生機。 從早期多數人連什麼是LCD都沒聽過，迄今八年時間，台灣LCD產業已經蓬勃發展，不僅擁有多家世界級大廠，亦成為全球平面顯示器重鎮。2007年也是台灣TFT LCD面板廠自成立以來最賺錢的一年，台灣整體平面顯示器產值首次超越韓國，整體產值並首度破兆，達到1兆2,849億台幣，其中台灣TFT LCD的產值就佔1兆2,149億台幣，佔全球TFT LCD總產值的44.5%。截至2007年為止，台灣本土TFT LCD上下游產業相關廠商共超過九十家，貢獻台灣GDP超過13%。 本文希望以TFT LCD上游材料行業背光模組為例，進行智慧財產與產業調查之工作，試著審視台灣TFT LCD關鍵零組件「背光模組」主要參與者之專利，藉由連結傳統專利分析與產業分析，從中找到能結合產業事實、專利品質和重要性的研究方法與結果，期能為台灣的背光模組行業，甚至是廣義的TFT LCD零組件行業提出一點意見與貢獻。 / Taiwan first engaged in TFT LCD industry in 1991. Only two small companies involved in the early stage; because of technical barriers established by Japan and insufficient economic scale of operation, there had been no breakthrough. Until 1998, the recession began, so that Japanese began to release the TFT LCD-related technologies by licensing or technology transfer, and resulting in the spread of technology. At this stage there are several Taiwanese manufacturers began to actively engage in TFT LCD industry. After years of efforts, the government has gradually begun to pay attention to TFT LCD industry. In 2003 the government put forward the "Two Trillion, Twin Stars" five-year national economic development plan, said plan provides resources to fully support both IC and TFT LCD industry, wherein TFT LCD is deemed next trillion industry, like Foundry, and may continue the lifeline of national science and technology. In the beginning, most people never heard of LCD. After eight years, Taiwan's LCD industry has flourished, not only has a number of world-class factories, but also has become a global center for flat panel displays. 2007 is also the most profitable year for Taiwan TFT LCD panel makers since their establishment. Taiwan's overall output value of flat panel displays exceed Korea for the first time; the overall revenue is about one trillion 2,849 billion Taiwan dollars, wherein Taiwan's TFT LCD accounted for 1 trillion 2,149 million Taiwan dollars, which also accounts for 44.5% share of the global TFT LCD output value. As of 2007, there are over 90 Taiwan companies related to TFT LCD industries, said companies contribute over 13% of GDP in Taiwan. This author wishes to take TFT LCD backlight industry as an example, performing investigation of intellectual property and industrial work, and try to examine the key patents of key players in the industry. The author looks forward to finding a new way to combine traditional patent analysis and industry analysis method, and make some contribution to the industry.

台灣在蘭花產業上扮演關鍵地位，近年來受到許多已開發國家消費者喜好，再加上蘭花高經濟價值特性，使得近年來許多國家業者紛紛投入生產，影響台灣業者原有的市場，更加上台灣蘭花業者以往對於智慧財產的不重視，許多優良品種缺乏專利或品種權保護，而紛紛遭受國外竊取流失，對於智慧財產權的管理及應用，也缺乏一套完整的方法論，來體現智慧財產的價值。本研究企圖以周延鵬老師所提出之「智慧資源規劃」方法論，並針對主要蘭花市場國家，包括美國、歐盟、日本、台灣，分別以產業結構（產業面）、各國植物品種保護制度（法規面）和業者實地訪談（市場面）所遭遇之現況及面臨之問題進行分析。針對三構面的分析結果，本研究提出「蘭花產業智慧資源規劃模型」，以蘭花產業結構、智慧財產群集與組合、企業營運機能作為整體模型之基礎，並以該基礎架構進行蘭花產業商業模式設計，以產業整合、品種權佈局、產品組合和智慧財產之交易與行銷進行設計，最後再以資訊網路平台將各段之資訊進行分析及流通，配合組織營運規劃，使公司能藉由本論文所提出之智慧資源規劃模型，加強於全球之競爭力。 / Taiwan acted as a crucial role in the worldwide orchid industry these years. Orchids become more popular in many countries and the high economic value attracts lots of the companies to involve in. The ignorance and depreciation of intellectual property in the past cause that many unprotected plant varieties were copied by foreign industries without licensing. Moreover, the lacks of IP management methodology make it difficult to embody the value of orchid intellectual property. This thesis aims to offer some possible solutions for the dilemma of Taiwan orchid industries in a way of “Intelligence Resources Planning (IPR),” proposed by Yen Pong Jou. The analysis will begin with the comparisons of some major countries of orchid industry, including the U.S., Europe, Japan and Taiwan, from their industrial structure, legal regulation concerning plant patent protections and interviews with industries. Following the situation and difficulties observed, this thesis proposes an ”Intelligence Resources Planning in Orchid Industry Model.” The model is design on the base of industrial structure, intellectual property combinations and business management mechanism, including integration of industry, IP strategy of plant variety in different countries, product combinations, and IP marketing and trades. This information will be circulated and analyzed through an internet platform. Through the information sharing, the model aims to enhance Taiwan orchid industry’s competitiveness in the global market.

由於無形資產之重要，有效的管理方法亦相形重要，本文即探討其管理方法─智慧資源規劃。該方法強調智慧資本之管理應以全球為舞台，配合外界資訊並連結企業營運機能，與企業決策相輔相成，進而運籌智慧財產的型態、權能、組合及其佈署，再輔以網絡系統平台。其中智慧資本包括人力資本、關係資本、結構資本，結構資本下又包含已權利化的專利權、商標權、著作權等；外界資訊可藉由產業結構、價值鍊、產品組合、營收結構、技術結構進行分析；企業營運機能則包括研究開發、生產製造、市場行銷、侵權訴訟、授權技轉、財務會計、人力資源等企業活動。唯有如此，方能將提升智慧資本及企業之經濟價值。 本文就智慧資源規劃與傳統無形資產管理方法進行比較分析。其後並選擇IC設計產業之數位電視DVB-T技術為研究對象，並以智慧資本下已權利化、較具體之專利權進行分析，作為智慧資源規劃之實證，藉以觀察管理過程如何與企業外部資訊結合進而協助企業策略、如何與企業其他營運機能配合、如何進行智慧財產佈署，進而影響智慧資本及企業之價值。 無形資產重要性凌駕有形資產，而過去台灣企業也因為授權、訴訟而付出不少代價，若能有效管理無形資產，將有助於產業、企業之發展，希望本文之探討對此能有一點點助益。 / As intangible assets are becoming more important, so is the need for effective methods to manage them. This study provides support for one such management method ─ Intelligence Resources Planning. Intelligence Resources Planning emphasizes that the management of intellectual capital should be based on a global perspective, taking into account the entire world. Intelligence Resources Planning is a method which analyzes external information, links the operations and coordinates the strategies of an enterprise, plans the types, powers, functions, and clusters the applications of intellectual capital, and finally structures the supporting network system. By employing Intelligence Resources Planning enterprises can improve their intellectual capital and economic worth. Intellectual capital includes human capital, relationship capital, and structure capital. Structure capital includes certain rights, such as patent rights, trademarks, and copyrights, etc. External information can be analyzed and collected by considering the industry structure, value chain, product portfolio, profit, and technology structure. The operation activities of an enterprise include research and development, manufacturing, marketing, infringement lawsuits, transfers of technology, technology licensing, financial accounting, human resources, and other enterprise activities. This study sets out to compare Intelligence Resource Planning with traditional methods used to manage intangible assets. Furthermore, it applies Intelligence Resources Planning, specifically patent analyzing, to DVB-T technology of the IC design industry and observes how to use an enterprise's external information to assist with strategy development, coordinating operations functions, planning intellectual property, and improving the value of intellectual capital and the enterprise as a whole. The importance of intangible assets is becoming more significant in comparison to physical tangible assets. Taiwanese organizations, in the past have had to incur high costs for licensing, transfers, lawsuits and other intangible assets. Large contributions and gains can be realized with the development of these enterprises and industries if intangible assets could be managed effectively.