我國行政院經建設委員會，在2002 年提出「兩兆雙星」計畫，希望引導台灣經濟進入下個世代，「兩兆」指的是預期產值分別超過兆元以上的「半導體」產業及「影像顯示」產業，其中「影像顯示」產業以液晶顯示產業為發展重點。平面顯示器產業在政府積極推動及業界配合界紛紛投入大量資源進行開發、生產，促使該產業成為一個健全並完整的產業供應鏈，透過上中下游供應鏈的垂直整合，促使台灣顯示器產業的供給，逐步朝向自給自足。全球顯示器面板製造業為非常獨特的科技產業之一，各面板製造商，如日本的夏普、韓國的三星與樂金，臺灣的友達，群創光電及大陸京東方、華興光電…等等，皆為各國家重點培植的企業。目前全球液晶顯示器產業主要生產基地在亞洲，其中又以台灣、日本、韓國、中國廠商囊括全球近乎百分百之市場占有率，此四國廠商間所進行之商業行為將緊密牽動整體液晶顯示產業之變化，全球面板大小設備供應商約有200家，而全球能夠提供跨國性的銷售與服務予以這些面板製造商約有30家。平面顯示器產業設備為相當基礎且關鍵產業，尤其是製程中的真空鍍膜設備。幾乎是美國，日本及德國所獨佔。本研究希望藉由個案跨國A公司顯示器事業群的競爭策略分析，探討廠商如何在產業強力競爭之環境下，隨著產業變化，迅速規劃競爭策略，建立競爭優勢。並期望提供台灣設備廠商，在未來制定與執行策略時的參考

Flat Panel Display Equipment Company of Global Competition Strategy - A Transnational Company

Author’s Name : Chi-Chang Yang
Advisor’s Name : Der-Chiang Li
Executive Master of Business Administration

EXTENDED SUMMARY
In 2002, the government promoted the "two Trillion, Twin Stars" plan. Semiconductor industry and Image Industrial. The focus of Imagine development is Flat Panel Display industry.The goal is to drive each industry to achieve NT$1 trillion in annual revenue. Taiwan’s FPD industry reached its goal of NT$1 trillion in 2006".the government and industry to actively promote community have invested a lot of resources with the development, production, prompting the industry to become a complete production of the industrial supply chain, from upstream to downstream supply chain, and from raw materials to the production of end products, to promote Taiwan's display industry supply gradually toward self-sufficiency in the global display panel manufactures.
The key development of the enterprise is all the countries based, such as Sharp, Japan, South Korea's Samsung and LGD,Taiwan, Innolux , AUO and China BOE, CSOT ... and so on.. The current global LCD industry main production base in Asia, among Taiwan, Japan, Korea, China four manufacturers share a hundred percent of the global market, business practices between the four countries carried out by the manufacturer, will be closely affect the overall LCD changes in industry, the global panel vendors are around 200, but tere are about 30 vendors to provide multinational sales and service. Equipment for the FPD industry fairly basic and key industries, especially the manufacturing process of vacuum coating equipment. Almost the United States, Japan and Germany are exclusive. The study is to be the case A Translational company analysis of competitive strategy of globalization, to explore how firms in the industry, strong competition environment, along with changes in the industry, the rapid planning competitive strategy, establish a competitive advantage.
Keywords: Competitive Advantage, Flat Panel Display, Vacuum Coating Equipment.

INTRODUCTION
The Display industry is the most noticeable industry in the 21st century, not only because it’s an industry that combines high-tech and huge capital expenditure, but many applications of the Display also strongly rely on the equipment supplier. Therefore, The study case A Translational company analysis of equipment supplier competitive strategy,
1. How to cut in early process development& validation and market, 2. How to achieve significant economies of scale in manufacturing efficiency 3. How to expand the depth and breadth of mergers and acquisitions in the LCD product line. 4. How to grow from international strategy to translational strategy.
MATERIAL AND METHOD
This thesis focused on industrial data analysis and a case study. The major approach of this study is a description of competitive strategy through a qualitative of the industry, and collect the overseas’ related information, evaluation report, government industrial development report , journal , and Display companies’ profiles to have further analysis.
RESULT AND DISCUSSION
1. It can participate early process development& validation and marketing development, so-called system locking strategy, customer lock in their own ,while the competitors lock out the outside market, it will help the company to obtain benefits from the leadership of differentiation strategy, the more you can improve cost competitiveness and increase barriers to entry of competitors
2. Case A company become the world top three Display equipment suppliers, one to achieve significant economies of scale in manufacturing efficiency, organizational effectiveness, global supply chain management through the mass purchase of sophisticated manufacturing technology and other ways to achieve cost-effective leadership. Expanding display manufacturing center in Tainan, economies of scale. Significantly reduce production costs, transportation costs. Improve quality, and actively promote the vigorous development of industry supply chain, and provide Asian flat panel displays better customer service.
3. Mergers and acquisitions is a strategy of growing high-tech industry tool to meet specific needs, achieve specific goals and choices. Case A company apply constantly expanding the depth and breadth of mergers and acquisitions in the LCD product line. From 2000 to 2007 motivation company merger and acquisition and display equipment market acquisitions of induction, the level of integration of resources, the vertical integration of resources, the pursuit of diversification, achieved new markets, tax incentives, research and development capabilities.
4. After 15 years of development, Case A company has become the world's most competitive, human, material and other resources from around the world. Along with the globalization of efficiency, sensitivity and keen to learn the advantages of the region and has been moving across different countries and sectors joint implementation project plan, the work, the use of product promotions, meetings, training, knowledge sharing product development so that all employees are aware of the situation and reach a team goal to integrate art skill.
CONCLUSION
1. The technology industry must face relatively high barriers to entry and low initial customer acceptance of obstacles, so it is recommended to master the trend of global sourcing of major manufacturers, from components market to cut in production, and to cultivate key technology sub system assembly capacity to build the future of the entire equipment
2. M & A is one of a growing strategy tool in order to meet the specific needs of high-tech industries, to achieve specific goals and chosen, in addition to using acquisitions to expand the product line, but can be more effective policy enforcement to make the business more efficient use of resources
3. It can take advantage of actively working with customers to participate in the development and marketing advantages of verification process development early, so-called solid lock system strategy ; the more you can improve competitiveness and increase the cost of competitors' barriers to entry

參考文獻
中文文獻

1. 田民波；五南出版社: TFT 液晶顯示原理與技術2013年10 月出版一刷。
2. 司徒達賢（2003）策略管理新論：觀念架構與分析方法，台北：智勝文化 事業有限公司
3. 曲建仲 王昱凱吳權峯2014 第17 屆科際整合管理研討會401-415 頁「台灣液晶面板產業競爭分析」
4. 李煥仁、魏志賓科技發展政策報導 SR9502 2006年 2月「我國TFT-LCD產業發展情境與策略分析」
5. 李佳恬/ 工研院IEKCompoTech Asia / 2014.10「劃時代的新體驗 4K2K TV 市場與發展」
6. 吳思華（2000）策略九說：策略思考的本質，第三版，台北：臉譜文化出版社。
7. 吳致遠（2007），「台灣 TFT-LCD 面板產業經營策略之研究」，國立中央大學企業管理研究所碩士論文。
8. 周信輝，高科技行銷，五南圖書出版股份有限公司，2006 年9月初版一刷。
9. 李維中（2006），「台灣 TFT-LCD 產業未來發展策略之研究」，國立交通大學經營管理研究所碩士論文
10. 高長(2002)>科技產業全球分工與IT產業兩岸分工策略；遠景季刊；第三卷’ 第二期。
11. 翁姿芳（2009）「TFT-LCD 企業經營策略、競爭優勢與績效之比較研究」，國立成功大高階管理碩士在職專班 碩士論文
12. 蔡敦浩、方世杰出版社：滄海策略管理(一版) 出版年份：2012
13. 財團法人光電科技工業協進會 PIDA 2009 FPD 「全球平面顯示器產值與應用市場第四章」
14. 財團法人光電科技工業協進會 PIDA 2009 FPD 「觸控面板技術現況與展望第七章」
15. 經濟部「2014顯示器產業年鑑」
16. 傅子瓚(2007) 「半導體設備廠商經營策略之研究--以美商應用材料為例 」國立交通大學管理學院碩士在職專班管理科學組
17. 黃偉峰，併購實務的第一本書，商周出版社，第 142 頁，2002 年 6 月。
18. 陳振遠、吳益華，網路公司併購策略之研究，台灣證券交易所網
19. 陳慧娟/金屬中心產業研究組2007年 「全球主要 LCD 設備廠商之經營策略探討」
20. 陳慧娟/金屬中心產業研究組2006年「TFT-LCD設備廠商分工實例與策略動機探討」
21. 陳婉如T光連雙月刊．2007／03．68「TFT-LCD製程設備廠放眼薄膜太陽電池設備市場」
22. 鍾敏鴻(2006) 「TFT-LCD 設備產業競爭力之影響因素研究以台灣、日本，韓國為例 」國立成功大高階管理碩士在職專班碩士論文
23. 蕭秉國(2004)「論美國高科技產業併購專利策略與其法律問題研究」私立中原大學財 經 法 律 系碩士學位論文
24. 盧素涵/金屬中心產業研究組2006 年「全球 TFT-LCD 設備大廠動向與未來戰略」
25. 盧素涵金屬中心產業研究組2010年 「全球LCD設備市場與主要廠商回顧」
26. Jay Barney;William Hesterly原著翁忘回教授審定，蔡馥陞；張雍昇譯「策略管理與競爭優勢」

西文文獻
1. Boudreau, M., Loch, K. D., Robey, D., & Straud, D. (1998) Going Global: Using Information Technology to Advance the Competitiveness of the Virtual Transnational Organization. Academy of Management Executive, 12(4)120-128.
2. C.K. Prahalad and Richard Bettis, The Dominant Logic: A New Linkage Between Diversity and Performance, Strategic Management Journal, 7,1986,485-501
3. C.K. Prahalad and G.Hamel, The Core Competence of the Corporation, Harvard Business Review, May-June,1990,79-91
4. E. Penrose, The Theory of the Growth of the Firms, 1959, London: Oxford University Press
5. Fiegenbaum and H. Thomas, Strategic Groups as Reference Groups：Theory, Modeling and Empricial Examination of Industry and Competitive Strategy, Strategic Management Journal, 16,1995,461-47
6. G.Hamel and C.K. Prahalad, Competing for the Future, 1994, Boston, MA: Harvard Business School Press
7. H. Thomas and N. Venkatraman, Research on Strategic Groups: Progress and Prognosis, Journal of management Studies, 25,1998,537-555
8. H. Hotelling, Stability in Competition, Economic Journal, 39, 1924, 41-57
9. J.C. Spender, Industry Recipes: An Enquiry into the nature and Sources of Management Judgment,1989, New York, Blackwell
10. J. Huff, A. Huff and H. Thomas, Strategic Renewal and the Interaction of Cumulative Stress and Inertia, Straegic Management Journal, 13, 1992, 55-75
11. J.McGee & H. Thomas, Strategic Groups: Theory, Research and Taxonomy, Strategic Management Journal, 7, 1986,141-160.
12. J. Woomack , D. Jones, and D. Roos, The Machine That Changed the World, 1990, New York, MacMillan for a more in-depth discussion of Japanese management system
13. Kadish, Jules E. (1993).Global high-techmarketing: an introduction fpr technical managers and engineers. Artech House Inc. PP26~27
14. K.Weick, Sensemaking in Organizations, 1995, Thousand Oaks, CA:Sage
15. M.E. Poter, Competitive Advantage of Nations, 1990, New York: The Free Press
16. M.J. Tang & H. Thomas, The Concept of Strategic Groups: Theoretical Construct or Analytical Convenience, Managerial and Decision Economics, 13,1992,323-329
17. M.S. Hunt, “Competition in the Major Home Appliance Industries, ” unpublished doctor dissertation，Harcard University,1972.
18. N.Nohria and C. Garcia-Pont, Global Strategic Linkages and Industry Structure, Strategic Management Journal, 12, 1991, 105-124
19. R.E. Caves & M.E. Poter, From Entry Barriers to Mobility Barriers, Quarterly journal of Economics,91,1997,241-246. M.E. Poter, Competitive Strategy: Techniques for Analyzing Industries and Competitiors, 1980, New York, Free Press
20. Thomas, H., Pollock, T., & Gorman, P. (1999) Global Strategic Analyses: Frameworks and Approaches. Academy of Managem ent Executive, 13(1), 70-82
21. W. Powell, K. Koput & L. Smith-Doerr, Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology, Administrative Science Quarterly, 41,1996,116-145
參考網站
1. Display Search http://www.displaysearch.com.tw/
2. 工研院經資中心 http://www.iek.itri.gov.tw/
3. 拓墣產業研究所 http://www.topology.com.tw/
4. 友達光電網站 http://www.auo.com/
5. 群創光電網站 http://www.innolux.com/
6. 台灣經濟新報 http://www.tej.com.tw/twsite/
7. 電子報技術論壇 http://www.digitimes.com.tw/
8. 光電工科技業協進會 http://www.pida.org.tw/
9. ITIS 智網 http://www.itis.org.tw/
10. 工研院產業資訊服務網，2006，http://www.itis.org.tw/
11. 經濟部工業局，2015，http://www.sipo.org.tw/
12. 商業週刊，2015，http://www.businessweekly.com.tw/
13. 產業分析(ITIS)，2015，http://itisdom.itri.org.tw/
14. 電子時報，2014，http://www.digitimes.com.tw/
15. 應用材料公司，2015，http://www.appliedmaterials.co