過去台灣LED產業伴隨著面板業的發展而崛起，但目前正是投入LED照明，放眼進千億美元市場的機會，本研究針對傳統照明大廠OSRAM於技術、專利、與商業策略等角度分析，探討LED照明的佈局策略，期望能給台灣LED廠商一些啟發。整體而言，LED照明取代傳統照明的趨勢是肯定的，關鍵在於LED照明的價格走勢以及政府政策的支持。目前雖然LED照明市場仍然以美國為主，但以整體亞洲市場而言，市佔率已經越來越高。而亞洲區域市場最重要的國家－中國，目前在LED照明應用市場僅次美國，差距已經越來越小，未來極可能成為最主要的市場。 在一開始進入半導體照明時，OSRAM受惠於母公司Siemens，在專利、技術上就已取得領先，OSRAM並採取垂直整合的策略，從磊晶、晶粒、封裝、模組都有佈局，使LED的生產更有效率。除此之外，由於未來LED照明產業的趨勢是照明整合服務，OSRAM也透過併購的方式，補強照明設備、照明系統的能力。未來OSRAM不僅供應LED元件，也提供照明解決方案，觸手一路延伸至終端應用。OSRAM初期都是以合資為主以分散風險，若合資公司經營順利，OSRAM便以併購的方式，強化OSRAM的全球佈局。此外，OSRAM 建立了一個平台，聚集了熱管理、光學、電子相關的專業廠商，以及照明整合的系統廠商，形成產業群聚，一方面可以鞏固供應商、被供應商關係，一方面透過產業群聚的效果，建立緊密的合作網路。此外，於經營策略方面，不僅提供整合型產品，開拓銷售管道，且透過生產基地的轉移，降低生產成本，並隨著市場導向，轉換銷售區域，加強於亞太地區的在地化發展。最後，OSRAM之專利申請策略配合市場需求，且除了LED以外，也鞏固OSRAM於省電燈的領先地位；在專利授權部份，OSRAM採取開放式專利授權策略，為Nichia增加競爭者，也為自身帶來大量的授權金以及代工廠商。 研究結論顯示，OSRAM成功的因素在於掌握專利、品牌以及通路，以及LED元件垂直整合的供應鏈，並積極的貼近市場，瞭解市場趨勢，將LED光源技術的挑戰成功的轉化成OSRAM新的產品線。因此本研究建議台灣廠商應與中國之照明廠商合作，台灣廠商於LED技術以及製造仍具優勢，但缺乏品牌以及通路的佈局，台灣LED廠商與其自己發展品牌，不如以代工的方式與既有的傳統照明品牌廠商合作，與中國照明廠商合力抵抗來自國際照明廠的威脅。此外，台灣廠商應認清產業定位，台灣於半導體、電子領域擁有領先技術，可以從LED照明產業鏈的中游模組切入，像是熱處理或是驅動IC等，會是台灣廠商切入照明產業的利基。 / The LED manufactures in Taiwan now actively involved in the general lighting application of LED. In order to provide the manufacturers with some suggestions, the main goal of this thesis is to study OSRAM’s LED lighting layout and strategy, including patent, technology and business strategy. In the long run, LED lighting replacing traditional lighting is in a positive direction. Key factors are the price of LED lamps and the support of government policies. At the present time, the US market is still the main market. However, the market share in Asia-Pacific is steadily increasing. The most important country in the Asia-Pacific region, China, is getting closer and very likely to become the most important market in the near future. Benefited from parent company, Siemens, OSRAM took the leading position at the beginning of semiconductor lighting. OSRAM then adopted the strategy of vertical integration of epitaxy, chip process, packaging and end applications. Therefore, OSRAM can manufacture LED products in a more efficient way. Furthermore, OSRAM also reinforces the capability of the lighting fixtures and lighting systems via mergers, acquisitions, and joint ventures. OSRAM not only provides LED components but also lighting systems and solutions. To spread risks, OSRAM use joint ventures instead of mergers and acquisitions in the beginning. Once the company has operated smoothly, OSRAM will then merge the company. In addition, OSRAM has established a platform to gather companies that provide electronic, optical, or thermal solutions. Industry cluster is formed. With the effect of cluster, the relationship between buyers and suppliers is enhanced. About business strategies, OSRAM developed integrated products to extend channels and moved manufacturing overseas. Referring to patent application strategy, OSRAM meet the demand of market. In addition to LED-related patents, OSRAM also filed many efficient lamp patents these years. And OSRAM actively licensed patents to other companies, not only created competitors against Nichia but also received licensing fee. In conclusion, the main reasons why OSRAM succeed are the strategies of brand, channel and patent. As the lack of branding and channel, this study suggests that Taiwan manufacturers could cooperate with traditional lighting companies in China. With the OEM service of Taiwan manufacturers, supplying LED components, and the channels and brand of China lamp manufacturers, Taiwan and China may have a chance to compete with other international companies. In addition, Taiwanese firms should recognize their positions in the industry value chain. In addition to building a brand, investing in LED lamp, there’ll be a better choice to develop midstream light engines like thermal management or driver IC.

台灣隨著聯電與台積電陸續成立晶圓製造廠以來，帶動了整個半導體高科技產業的蓬勃發展，也因而創造了台灣的經濟奇蹟。以電子資訊業為首的高科技產業，無論在營收成長、獲利力或個人產值等方面均有傑出的表現。雖然過去，台灣高科技產業能持續在市場上生存並佔有一席之地，乃在於擁有完善的製造能力與完整的產業供應鏈。但今日，高科技產業長期的經營與運作模式已面臨嚴重挑戰。企業間過度擠壓所造成的削價競爭、產業外移，供應鏈失調等問題，正是高科技產業停滯不前瀕臨生存威脅的最大因素。因此，台灣企業該如何提升其自身的競爭優勢與經營管理能力，並且妥善運用有限的資源進而轉化成對外的競爭策略，將是企業是否能安然渡過該波擠壓洪流，而得以永續經營的關鍵成功因素。 因此，本研究將探討『台灣電腦晶片組設計業經營問題與競爭優勢分析』，藉由分析探討國內兩大電腦系統晶片組設計廠商－矽統科技與威盛電子公司的實際經營狀況，來了解台灣電腦系統晶片組設計業現今所面臨的經營問題。 針對上述探討研究方向，除了參閱多方理論文獻與次級文獻資料外,吾人亦以十多年來實際參與電腦產業經營運作的經驗，並收集分析矽統科技與威盛電子公司發展推動市場的手法，試圖來解釋分析本論文所發現的問題，同時在總結各方面的研討後，提出可能性的對策與方案，使之能在既有的核心能耐與有限的資源下，對其所擁有的核心能力加以強化及發揮，進而產生另一層的經營優勢並提昇該產業的核心競爭力。 本研究結果發現台灣電腦系統晶片設計業： 一、 台系電腦晶片組廠商目前所面臨經營上的機會與問題 劣勢與威脅部分： 1. 新產品的創新能力、類比技術及系統整合能力較差，加上電腦系統晶片組功能整合開發難度與日俱增，在國際競爭上始終無法超前國際大廠（如Intel與nVIDIA）。 2. 由於新技術能力的不足，造成產品推出時程落後；沒有新穎產品的創新能力，無法提供附加價值，不得不採取低價策略。 3. 同業間惡性競爭、下游廠商代工成本提高、獲利不佳引發財務資源不足。 競爭優勢部分： 1.台灣半導體產業專業分工，群聚效果顯著，產業供給鏈完整，對電腦晶片組產品開發設計幫助大。 2.人力素質佳，上下游產業垂直分工，能力強。 3.專業晶圓代工關係密切，並帶動上下游產業發展。 4.營運彈性大，效率高，以達經濟規模，具成本競爭優勢。 5.下游PC資訊產業為堅強支援。 6.設計技術高、能力強、產品運用靈活、整合力佳。 其機會在於： 1.大陸PC/數位消費性電子市場胃納大，台灣具同文同種優勢。 2.IA產品衍生的零組件商機。 3.業界聯盟、技轉和併購增加實力。 4.台灣矽島計畫（IP Mall）成立。 5.與中國市場提供規格制定的可能，進而能利用中國人才加強研發能力。 6.低價電腦需求持續成長，帶動低價的台灣晶片組產品出貨量。 關鍵性成功因素： 台灣廠商應持續強化其競爭優勢，使此優勢有持續性與不可取代性。因此，台灣廠商應憑藉著自身有限的資產與技術能力為競爭的基礎，採用最佳的競爭手段來對抗後進的ATi與nVIDIA的激烈競爭，如：提供更多的產品組合以發揮其綜效的產品策略、最低價產品的定位策略、利用台灣產業群聚效益的優勢發掘最有效率的製造策略等；採用正確的競爭方式以避開正面與外商優勢產品的直接競爭，如：基於目前擁有成熟的技術，運用其技術延展性的特性，積極開發新產品並鎖定中國、印度、印尼、俄羅斯及巴西等新興電腦市場之選擇。 二、 台灣廠商的整合核心技術能力普遍不及外商，尤其在整合性產品中的繪圖核心邏輯部分與類比技術；不過值得慶幸的是新技術的市場推廣往往必須花費許久時間，台灣廠商可藉此發展較便宜的產品，一旦新技術被市場接受時，迅速推廣至市場達到後發先至，後來居上的成功策略，畢竟類似的產品其價格仍佔優勢。 三、 近年來，電腦晶片組所賴以為生的上下游產業，多數廠商雖被迫遷至中國設廠以降低製造成本來爭取較高獲利，原以為此種現象將會造成台灣電腦產業群聚效益的喪失，但所幸的是新的產業群聚效益逐漸於中國的上海地區形成，就如同台灣的竹科與南科一般；因此，台灣電腦晶片組廠商仍擁有較國際大廠較佳的電腦產業群聚效益的優勢。除了該優勢外，台灣廠商若能在有限的資產與技術能力的基礎下，更持續強化其自身的競爭優勢，使此優勢具有持續與不可取代性。如此方能統合己身的資源優勢，進而得有能力來對抗後進的ATi與nVIDIA等廠商的激烈競爭。 / Following the establishment and operations of TSMC（Taiwan Semiconductor Manufacturing Company Limited）and UMC（United Microelectronics Corporation）in Taiwan, the high-tech industry of wafer production flourished and created a reputation nothing short of an economic miracle for Taiwan. In the electronic information field, it became the leading business; outperforming in all aspects showing outstanding profits, income, growth, and personal production value. The high-tech industry of Taiwan then occupied a strong-hold of the market continuously, owing to its manufacturing capability and complete supply chain. Today however, the long time operational model of this industry confronts a serious challenge because of compression among local enterprises. Prices have been cut, factories have been moved abroad, creating a disorder in the supply chain and all can be seen as life or death threatening risks to this systematic industry. The key success factors for sustainable management objectives is going to be how the Taiwanese enterprisers promote their competitive advantage; utilize their business management ability for better efficiency of factories; manipulate the limited resources; and further divert all of the above into a competitive strategy. Through analysis of actual practice and business operations of two PC chipset design house companies（Silicon Integrated Systems Corporation and VIA Technologies, Inc.）, this study will examine and predict『The operational problems related to business management and competitive advantages analysis which are in front of the PC chipset design industry in Taiwan』. Aiming at directions of above stated examinations and analysis by using my experience of participating in management and review of all aspects in PC industry for more than ten years and by reading of papers at sublevels; also by collecting marketing methods of the above two companies; I will explain the problems I have revealed. At the same time, I will provide applicable stratagem and programs for PC chipset industry of Taiwan to upgrade its core competencies and strengthen its competitive force. Results of this study are stated below: A. The operational problems related to business management and competitive advantages in front of the PC chipset design industry of Taiwan A/1: Weaknesses and Threats 1. The PC chipset vendors of Taiwan cannot compete or overtake Intel or nVIDIA in the international market until the following is addressed. In addition to extended difficulties in PC chipset integration, there is an inferior ability in the following aspects: the invention or creation of new products; analogy techniques, and system integration. 2. Due to inadequate new technologies, the new products cannot put into market on schedule. Further, without innovation of products to create added value to a product low price policy has become the only strategy. 3. Vicious competition among similar enterprisers and an increase of labor cost of factories in the production line may induce monetary crises at any point of the chain of the PC industry. A/2 : Competitive Advantages 1. Specialty divisions, clustering of the Taiwan Semiconductor industry and good supply chains all contribute a lot to the development of PC chipset products. 2. Good quality of labor and vertical division of top to bottom production are the factors which enforce the industry. 3. Close ties to the chip production manufacturers promote development of top to bottom enterprisers. 4. Flexibility of management facilitates higher efficiency to reach the economics of scale. A definite cost competitive advantage. 5. The PC information industry constitutes concerted support. 6. Design technology at high level, good capability, splendid flexibility on product applications and fine integration of these elements. A/3: Opportunities 1. Markets for PC and digital consumer appliances for Taiwan and the mainland China is huge because of population and economic growth there in recent years. Consumers share the same culture; belonging to same race also is an advantage. 2. Opportunity deriving from IA products for companies to produce peripheral parts. 3. Through alliance of enterprisers, transit of techniques and business merging is an opportunity. 4. Establishment of Taiwan IP mall. 5. To formulate protocols and define specification together with enterprisers in mainland China for a market there. Further to utilize local professionals to promote research and development. 6. Demand for low cost PCs will increase steadily which will enable Taiwan to export more PC chipset products. A/4: Key Factors for Success The Taiwan companies should continue to strengthen their competitive advantages to maintain their continuity and non replaceable character. Also apply the limited resources and technical know-how as a base of competition. Furthermore by adopting better competitive measures to confront the new more advanced competitors such as ATi and nVIDIA. These measures may include a greater product portfolio synergy; the assembly of more complex and efficient products made in Taiwan; a low cost product positioning strategy in order to avoid face to face competition; a redirection of the current mature technologies into technology extensions for products aimed at the emerging PC markets such as China, India, Indonesia, Russia and Brazil. B. The ability to integrate core technologies by the Taiwan industry is less efficient than foreign companies especially the graphics core-logic and analog techniques. It is fortunate that it often needs a long time for a new technique to appear in a market. The Taiwan companies can use this time gap between the existing mature technique and another generation of know-how to develop modified low price alternative products. Once the new technique is accepted by the market, it can be spread to the market with a faster speed to achieve a better result. After all, prices of similar products still occupy the good position for profit. C. In recent years many factories, from top to bottom producers were forced to move to the mainland China in order to lower the cost of their production for higher profits. At first it was thought that these phenomena may cause the disappearance of industry clustering in Taiwan adversely affecting the supply chain. Fortunately the outgoing factories were clustered in the Shanghai area very similar to Hsienchu Science Park and Southern Taiwan Science Park in Taiwan. The PC chipset design industry of Taiwan can thus still maintain their clustering advantages to confront the big factories world wide.