臺灣太陽能電池設備業之策略分析

Abstract

本研究以創新密集服務分析模式為架構，以四種客製化程度及五種創新層次所構成的4x5矩陣，對目前的策略定位與未來的策略走向，以及所需配合的服務價值活動和外部資源進行研究。採用文獻分析、專家訪談與問卷調查的研究方法，針對服務價值活動與外部資源的各個關鍵成功因素進行評量分析，以求得現在與未來的策略定位及走向。 研究結果顯示，台灣在太陽能電池設備系統整合服務業策略，現階段以提供客製化程度中低的特定服務及創新層次為製程創新的策略定位為主；未來則朝向選擇服務與特定服務的組織創新的方向發展。在現階段特定服務/製程創新的策略定位下，服務價值活動以「測試認證」、「行銷」、「配銷」及「售後服務」為重要核心構面；外部資源以「互補資源提供者」、「製造」及「市場」為重要關鍵構面。未來(5∼10年)則朝向選擇與特定服務/組織創新為主的策略定位，服務價值活動以「設計」、「測試認證」、「行銷」、「配銷」、「售後服務」、「支援活動」等六大構面為重要核心構面；外部資源則以「服務」及「市場」為重要關鍵構面。

This thesis analyzes Taiwan’s industry of solar cell process equipment based on the analytical model of innovation intensive services. By structuring a 4x5 matrix, emcompassing four service packages and using five innovation modes, we described the strategic position and future development trend. Furthermore, we identify core competence and externalities required to compete effectively in the industry. The research methods include literature review, expert interview, questionnaire and statistics analyses to verify the key success factors of core competence and externalities. Results show that the current strategic position needs to be focused on “Restricted Service” and “Process Innovation” with the support of core competence including validation of testing, marketing, delivery and after-service as well as externality of complementarity, production and market. The future trend needs to be moved to “Selective Service”, “Restricted Servicel” and “Organizational Innovation” with a support of core competence including design, validation, marketing, delivery, after service, and supporting activities as well as externalities of services and market.