高科技產業是目前台灣繼紡織工業、機械工業後引領台灣近三十年來產業發展的主流產業，其中又以ICT（Information & Communications Technology）產業是台灣高科技產業的代表。但高科技產業特徵是快速的變化，並不斷經過創新技術的發展，加劇其變化的速度，要有能力在高科技產業中持續發展，對市場趨勢、核心能力的掌握、新技術發展、人才養成、垂直整合能力、水平產業整合能力等皆需具備，才有機會在高科技產業中生存及發展。因此如何掌握企業本身的核心能力、檢視整體供應鏈價值，並提出適合之企業經營與競合策略，便是能否在高科技產業中持續發展的關鍵因素了。 觸控面板產業自2007年Apple正式推出iPhone後，觸控面板有了急速成長的開端。其中台灣在觸控面板的供應鏈中佔有超過50%的產值，是台灣在全球的又一個世界第一，值得期待，而本研究的主題”捲揚式真空濺鍍產業”正是觸控面板業中的關鍵材料製造技術。但在台灣創造另一個第一的同時，細部去分析此類產品供應鏈的成本結構，獲利最高的並非台灣廠商而是日本廠商，那麼如何提高台灣廠商在觸控面板產業的價值，答案就在如何洞悉產業及如合運用創新與競合的經營策略了。 / A high-tech industry is a mainstream industry. In Taiwan, the machinery industry is second only to the textile industry as the leading industry over three decades of industrial development. Within the machinery industry, the Information & Communications Technology (ICT) industry is representative of Taiwan's high-tech industry. However, the high-tech industry is characterised by rapid change, which results in the continuous development of innovative technologies. These changes enable companies to sustain technological development, grasp market trends, enhance core competencies, develop talent, gain vertical integration capability, and improve their chances of survival and growth in the high-technology industry. Therefore, the key to sustainable development of the high-tech industry lies in mastering the core competencies of the enterprise itself, considering the value of the overall supply chain, and adopting a suitable competition and cooperation strategy for the business. Since 2007, there has been significant growth in the touch panel industry with the official launch of the Apple iPhone. This study on the“winch vacuum sputtering industry”focuses on the Taiwan based touch panel supply chain, which is a world leader and accounts for 50% of national output value,to assess the key materials in manufacturing technology. However, establishing another successful industry in Taiwan requires additional data to analyse the cost structure of the supply chain of such products and requires assessing Japanese manufacturers in addition to the most profitable Taiwanese companies. Hence, insights from the business strategies of innovating/competing industries is likely to improve the value of Taiwanese touch panel manufacturers.

高科技產業變動迅速，產品生命週期短，產品價格隨著時間而快速下跌，技術演進速度快，一個公司能夠即時掌握到某一個世代的某一個關鍵技術，發展出關鍵的產品，就能得到數以倍計的獲利，然而今日的關鍵產品與技術，明日可能就成為落日黃花，在這種高度變動與競爭的環境下，僅有能持續採取最適化的技術策略以保持技術領先的高科技公司，才能真正的長期經營與獲利。 本研究之研究架構為外部因子與內部因子會影響各企業的技術策略，而技術策略則會再影響到企業中長期的營運績效，並以觸控面板公司為個案研究之。研究的結果發現： 一、 技術策略的確受到外部因子（外部技術環境與市場環境）以及內部因子（內部技術能力、技術來源、產品與研發策略、研發投資與資金、研發資源配置以及獲取及跟隨顧客未來需求之能力）的影響。 二、 採用不同的技術策略（前瞻者-急遽式創新、防禦者-急遽式創新及防禦者-漸進式創新），與往後的營運績效，有明顯的關連性。 綜合各個案於各不同時期之各項影響因子以及採取的技術策略，對應到相關的營運績效可發現，在既有的主流技術並無法滿足多數客戶的主要需求，且功能更佳的新技術尚未完全發展成熟、尚未標準化以及競爭者尚未採取此技術的情況下，加上資金足以負擔此新技術的研發與量產、可取得客戶的未來功能需求（或是潛在的功能需求）及有能力跟隨開發 、並可專注於單一領域之單一技術之單一產品上與客戶共同作長期之研發之情況下，適合採取前瞻者-急遽式創新的技術策略，此技術策略可帶來長期較佳的營運績效。此發現與本研究之研究架構一致。 / The high-tech industry changes rapidly. The life cycle of the product is short. The prices of the product fell rapidly with time. The technology evolution speed is rapid. If the company can immediately grasp a key technology and can develop the key products, the company can get a huge profit. However today's key products and technologies may become tomorrow’s useless products and technology. Only the kind of company that is able to continue to take the best technology strategies and maintain a leading position of technology can keep long-term business and profitability in this serious changeable and competitive environment. The research structure of this study is that the external factors and internal factors affect the technological strategies of each enterprise, and technological strategies will further affect long-term operation performance of the company. This study analyzed the cases of touch panel firms. The results are as below. 1. The technology strategies are indeed affected by external factors (external technology environment and market environment) and internal factors (internal technical capabilities, sources of technology, products and R&D strategy, R&D and capital investment, research and development resource allocation and the ability to obtain and follow the customer's future needs) effects. 2. The subsequent operation performance is indeed affected by taked different technical strategies (prospector - rapid innovation, defender - rapid innovation and defender - incremental innovation). 3. Comprehensive each case at all different times of the impact factors of technological strategy and to take corresponding to the relevant operation performance can be found the conclusion：The company take the technological strategy of prospector - rapid innovation can get long-term strategy and better operation performance in the condition of that the mainstream technology can not fully meet the needs of the major customers, and the new technology is not yet fully developed and standardized , and the competitor has not yet taken the technology , and has the sufficient funds to cover the development and production of this new technology, and can obtain customer’s future functional requirements (or potentially functional requirements), and focus on the single product of a single technology in a single field with customers for a long period of research and development. This finding is consistent with the research structure of this study.

本文檢視了包含半導體、面板、發電太陽能、及發光二極體等四種在最近十五年來高科技電子設備產業於日本、韓國、中國、新加坡、馬來西亞、與印度等亞洲國家中發展的情況。文中包含針對不同高科技電子設備產業的高研發成本、高資本密集、涉及國防及國土安全的高敏感性、及以設備搭售服務的商業模式等特性，在面對亞洲國家在文化、制度、及經濟上類似但卻又不完全相同的環境時，跨國高科技電子設備商所採取因應策略的探討。 / This thesis reviews the development of four targeted high-tech equipment industries of Semiconductor, Flat Panel Display, Photovoltaic (PV) Solar, and Light Emitting Diode (LED) in Asia countries including Japan, South Korea, China, Singapore, Malaysia, and India. Business and operational strategies from individual high-tech equipment industries characterized of high R&D cost, high capital investment, trade sensitive requirement, and equipment bundling service business strategy dealing with similar but not identical cultural, institutional, and economic environment of targeted Asia countries were also reviewed.

電視機產業的發展在全世界各個國家區域，與媒體及通訊業者之間乃是息息相關，除了涉及社會安全與播放頻道管理等敏感問題外，背後還牽涉龐大無限的商業利益；而液晶面板向來皆是電視與顯示器產業發展的重要元件之一，由於涉及複雜的光電科技以及綿密之上、下游供應鏈，其所帶動所屬相關的產業與經濟發展之價值，一直都是名列於日本、韓國、台灣、中國等國家之重點培植項目。 自2006年開始，歐洲市場已經超越北美、並成為全球電視機的第一大銷售市場，全球主要的品牌都投入重兵、深度耕耘歐洲市場，尤其是日本與韓國品牌；對照韓國廠商在歐洲地區已有之深度垂直整合的供應鏈，以及已達經濟規模的生產、運籌基礎，日本與歐洲品牌則必須完全仰賴歐洲區域內或是遠從亞洲的韓國及台灣供應鏈廠商，否則難以在歐洲市場中立足。 本研究經由相關文獻探討後，以賽局理論架構來分析研究個案企業B公司，與母公司從「策略結盟」、「合資公司經營模式」、「客戶關係與利益」等角度，探討所經歷之資源重整、經營創新、暨競爭又合作的多重關係；同時本研究亦採用個案研究法深入訪談相關之高階主管，以了解其實務作為與成效。 由個案分析與研究發現，得出研究結論如下： 1.兩家母公司T公司與A公司在參賽者的價值網關係中，彼此對於歐洲市場的互補加乘之綜效是最大的；同時若對特定之歐洲及日本品牌客戶而言，合資成立的B公司正好可以提供這些品牌客戶之最佳服務價值，並更強化這些客戶與兩家母公司的經營合作關係。 2.個案B公司在兩家母公司之加持及協助下，就附加價值的速度、成本、品質及與客戶關係等方面，的確有效地幫助歐洲及日本品牌客戶穩固、提昇其在歐洲市場的市佔率。 3.兩家母公司在市場、客戶及供應商規則的挑戰與反應，對於合資成立的個案B公司提供最即時與最有效的奧援，讓個案B公司能夠穩健地發展出適合市場、符合客戶需求之經營模式。 4.兩家母公司在客戶及供應商戰術的指導與支援，對於合資成立的個案B公司亦提供最符合客戶需求的價值，除了提供一站購足的整合服務外，還可以幫助歐洲及日本客戶避免完全被韓國供應鏈所挾持。 5.由於兩家母公司在個案B公司合資成立之初，對於其B公司經營目標的賽局範圍定義便早已形成共識，所以無論是客戶之選定、產品與技術之發展以及資金與人材的支援等，B公司都能依據歐洲市場的發展趨勢，按部就班地耕耘與發展。 6.個案B公司在成立時之組織設計與重要職務的安排，兩家母公司便已排除己私之小利，同時周延地考量何者模式是對於個案公司的經營是最適切，所以讓經營團隊能夠密切、順利地經歷磨合期，並領導公司的營運達成目標。 / TV industry in countries around the world regions is closely related with huge unlimited commercial interests involved between the media and communications behind, in addition to involving the Social Security and the play channel management, and other sensitive issues, driven by the TV-industrial development opportunities is also important to Governments; LCD panel has always been one of the components important to the development of TV and display industries, as it involves complex electro-optical technology and dense above, the downstream supply chain, they led their respective related value of the industrial and economic development have always been ranked in the focus of Japan, Korea, Taiwan, China to cultivate the project. Since 2006, the European market has gone beyond North America, and become the biggest TV market in the world, the world's leading brands have invested heavily with depth of plowing to European market, especially Japanese and Korean brands; South Korean companies in Europe has been working on deeply vertical integration of supply chains, and has reached economic scale of production and logistics base; Japanese and European brands must be totally dependent on local supply chains in Europe or far away from Asian vendors, otherwise it is difficult to secure their market shares in Europe. With through literature review, this study has adopted the game theoretical framework to analyze the case of B Company and its parent companies. From the perspectives of strategic alliance, joint venture business model, customer relationships and interests, this study explores the experience re-engineering, business innovation, cum multiple relationships between competition and cooperation. Furthermore, this study has used the case study method to do in-depth interviews with relevant executives to understand their substantive acts and effectiveness. By case analysis and research findings, this study draws conclusions as following: 1.The value of participants' gateway system to parent companies T and A makes the largest multiply synergy of complementation with each other for European market. To the specific European and Japanese brands customers, joint venture case B can provide the best service value to these brands. 2.Under the assistances of two parent companies, B Company’s added value of the speed, cost, quality and customer relations is indeed effective in helping European and Japanese brands to enhance their market shares in Europe. 3.As to the rules of the market, customers and suppliers, two parent companies do provide the most immediate and effective support to B Company on steady marketing development to meet customers’ demands. 4.Regarding the tactical guidance and support of customers and suppliers, two parent companies also provide the best assistances to B Company and meet customers’ needs and values. 5.With mutual consensuses of the game scope definition by two parent companies in the beginning of joint venture established, B Company is able to step by step develop its business objectives based on market trends in Europe such as customer selection, product and technology development, financial and human resources planning. 6.In the beginning of B Company established, two parent companies had comprehensive consideration about what the most appropriate model of organizational design and role assignment of important duties to B Company is. So during run-in period, the management team of B Company can easily get a close and smooth result, and achieve the successful business goals.