LED 一般照明之經營模式 - 以飛利浦公司為例

Abstract

近年來，LED(發光二極體)已逐漸成為照明產業的主流趨勢，各國政府紛紛頒佈法令規章來淘汰一般照明的傳統燈泡並提倡新的節能照明選項，在照明產業面對重大革新的階段，LED逐漸取代傳統照明。在經年累月的科技發展下，LED已經改變了我們的日常生活，例如紅綠燈或投影光源，LED擁有體積小、耐用生命週期長、且具有半導體特質等優點，這也是LED廣為人們接受的主要原因，並使得LED得以與其他照明科技有所區隔。在全球環境永續經營的浪潮下，LED在照明產業裡扮演著愈來愈重要的角色。

菲利浦身為照明產業的領導廠商，它改變了自己的商業模式以因應這個產業的轉型。然而，如何在照明產業裡執行兩個商業模式對它們而言是最大的挑戰。透過分析它的商業模式，本論文得以了解菲利浦的策略，包含為顧客創造價值的方式，以及運用它們所擁有的資源來形塑自己的競爭優勢。

In recent year, LEDs (light emitting diode) have gradually become the prospective trend in the lighting industry. While governments in the world issue the regulation which phases out incandescent light bulbs for general lighting and promotes energy-efficient lighting alternatives, the lighting industry is faced the enormous revolution that LEDs has gradually substituted for conventional lighting. With technology development years after years, the application of LED has changed our daily lives, such as signals or projection lights. Therefore, the reason why LEDs are widely used is that they are small green products, have long life durability, and own a semiconductor-based nature. Those features set them apart from other lighting sources’ technologies. With the global trend of environmental sustainability and advanced technology, LEDs play an important role in the lighting industry and have increasing potential importance

As for the leading lighting company, Philips has changed the business model to overcome this transformation. However, how to handle with two business models in the lighting sector is the challenge for them. By analyzing the business model representation, this thesis is able to understand the flow of Philips’ strategy, the way they create value for customers, and formulate the competitive strategy by resources they have.