破壞式創新個案研究---鴻海60吋電視藍海策略

Abstract

2008年金融海嘨之後，終端消費者市場需求下降，各家面板廠商為解決庫存問題，開始削價競爭。再加上中國面板廠近年來不斷擴廠，使得整個市場呈現在悲觀的氛圍之中。本研究以鴻海60”電視為個案，探討面板業如何找尋出路。鴻海雖然在面板業是後進者，但其以｢破壞式創新｣，重組產業價值鏈，改寫代工廠、品牌廠、消費者之間的遊戲規則。鴻海的創新成功，主要歸功於本身代工及垂直整合的能力，及顛覆傳統的通路選擇思維。本論文以八力分析來分析鴻海身處之競爭情形。再以藍海策略及破壞式創新來分析鴻海60吋電視所開創的新價值曲線，探討其成功的關鍵因素。最後結合產業環境，對鴻海未來可能面臨的挑戰，及面板業者未來的發展方向，提出經營的策略建議。

After 2008 financial tsunami, panel makers were forced to start the price war to solve a glut of inventories which were caused by rapid declined demand of consumer market. In addition, China panel makers are continuing to expand the capacity in recent years, making the whole market is in a pessimistic atmosphere. This thesis analyzes Hong Hai’s 60’’ TV case to explore how panel makers to survive in such a critical and competitive environment. Hong Hai is a follower in TFT-LCD industry. However, Hong Hai has successfully restructured the value chain, changed the original game rules among subcontractors, brand corporations and end customers through “disruptive innovation”. Its success of innovation was based on their competence of EMS and vertical integration. Also, Hong Hai chose the different channel instead of original existing channels of electronic appliances. This thesis takes Eight forces frame work model the current industry where Hong Hai is, investigating the key success factors of Hong Hai 60’’ LCD TV through the frame work of Blue Ocean Strategy’s value curve and Destructive Innovation. Combining with the environment of the industry, the challenges that Hong Hai may encounter in addition to the future trend of panel makers, some sustainable strategies are suggested.