臺灣康寧顯示玻璃業務策略分析之研究

Abstract

本研究主要是探討臺灣康寧顯示玻璃公司在臺灣液晶顯示器產業及顯示玻璃產業進入成熟期後對於公司營運方向及策略作分析研究；從整體面板廠版圖的轉移到臺灣面板廠的定位，從臺灣康寧歷史沿革到迎合因應大環境改變的策略規劃，從顯示玻璃產業過去的寡占特性到現在來自中國的強烈競爭，從巨觀到微觀，以期能導引出臺灣康寧顯示玻璃未來的方向。 在產品及產業進入成熟期後，過去的商業模式已經不再適用，玻璃基板雖然仍舊是策略材料，但是面板廠已經沒有意願再簽長期合約，市場上已經有足夠的玻璃可以選擇，面板廠更在乎的是C/P值而非穩定供貨；面對這樣的改變，臺灣康寧必須改變因寡占市場而成的老大心態，從組織創新著手，建立起全員服務的概念，把僵化不務實的流程去除，全面調整定價策略，以客戶滿意為依歸，再者，善用既有的研發優勢，積極加速新產品新市場開發，提供全方位的產品服務才能提升自我的競爭優勢，拉大與競爭者的距離，減弱來自中國競爭者的威脅。 從研究的結果歸納可得知，雖然產業進入成熟期，公司經營必有瓶頸困難，然而，透過工具如五力分析及SWOT分析來審視現今所處位置，發揮長處改善弱點，掌握機會降低威脅，加上卓越的管理能力，以及不斷的創新能力，相信必能再進入紅海前發現新的藍海，創造臺灣康寧另一成長契機，達到企業永續發展的終極目標！

This study is to investigate the company after Taiwan Corning Display Glass LCD industry in Taiwan and display glass industry entered a mature stage direction for company operations and strategy for analysis; transfer from the territory of the whole panel factory to locate Taiwan panel makers from Taiwan Corning History to cater to big environmental changes in response to strategic planning, display glass industry from the past to the present oligopoly characteristic strong competition from China, from macroscopic to microscopic, with a view to guiding the future direction of Taiwan Corning display glass. Induction can be learned from the results of the study, although the industry matured, the company operating difficulties must bottleneck, however, through tools such as the five forces analysis and SWOT analysis to look at the current location, play to their strengths to improve weaknesses, seize opportunities to reduce the threat, coupled with excellent management skills, and innovation ability, I believe that will be re-entered the Red Sea before the discovery of new blue ocean, creating another opportunity for growth in Taiwan Corning achieve the ultimate goal of sustainable development of enterprises!