本文選題：電容觸摸屏 + 戰(zhàn)略��； 參考：《西南交通大學》2014年碩士論文

【摘要】：2010年以來,以蘋果為代表的iphone系列手機的暢銷引爆了全球智能手機的增長,智能手機出貨量的增長帶動了市場對中小尺寸電容觸摸屏的需求,增加了電容觸摸屏行業(yè)的發(fā)展機會。因此,電容觸摸屏上下游公司紛紛開始制定新的經(jīng)營戰(zhàn)略,期望通過重新規(guī)劃產(chǎn)業(yè)布局,以便在技術(shù)、效率、規(guī)模上提升競爭力,抓住這一波觸摸屏需求增長的機遇,迅速的發(fā)展壯大。YS公司是一家生產(chǎn)中小尺寸液晶顯示模組的企業(yè),其業(yè)務(wù)與觸摸屏關(guān)聯(lián)度很高,面臨即將發(fā)生的產(chǎn)業(yè)鏈格局變化和市場機會,公司著手制定新的發(fā)展戰(zhàn)略。YS公司運用戰(zhàn)略制定工具SWOT分析法和波動五力模型法,確立了公司縱向一體化的發(fā)展戰(zhàn)略。YS公司在現(xiàn)有的液晶屏業(yè)務(wù)基礎(chǔ)上,投資了手機觸摸顯示屏、手機視窗防護蓋板、觸摸顯示貼合模組三條新的生產(chǎn)線,進入液晶屏的上下游產(chǎn)業(yè)鏈,將公司打造成一個提供帶觸控功能的手機液晶屏一站式解決方案商。YS公司通過并購的方式新建了手機視窗防護蓋板生產(chǎn)線和觸摸屏生產(chǎn)線,新的生產(chǎn)線分布在長沙和深圳兩地,公司的目標是實施縱向一體化戰(zhàn)略后,在一年內(nèi)迅速的將銷售額從8億元提升到30億元。但縱向一體化戰(zhàn)略實施一年后,YS公司的銷售額并沒有出現(xiàn)大幅的提升,銷售額反而在一年后大大落后于原本規(guī)模和業(yè)務(wù)都和公司相差不大的競爭對手。本文通過將YS公司戰(zhàn)略和競爭對手比較,發(fā)現(xiàn)在YS公司在實施縱向一體化戰(zhàn)略時,對于新投資的項目采取并購的方式不合適；新投資的項目生產(chǎn)地點也過于分散；公司核心業(yè)務(wù)不明顯；對被并購公司的監(jiān)督管理不夠是造成YS公司戰(zhàn)略目標沒有達成的主要原因。在找到這些原因后,本文逐一提出改善意見,建議YS公司將各項目的生產(chǎn)地點進行整合、重點發(fā)展下游產(chǎn)品、完善內(nèi)部流程。本文嘗試解釋在行業(yè)快速發(fā)展和技術(shù)多變的環(huán)境中,為什么有些企業(yè)在實施精心擬定的縱向一體化戰(zhàn)略后,不但沒有使企業(yè)步入快速發(fā)展的軌道,反而將企業(yè)業(yè)拖入進退兩難的泥潭。本文以YS公司為例,對YS公司在實施縱向一體化戰(zhàn)略中面臨的問題進行一一剖析,并給出了后續(xù)的調(diào)整意見,為YS公司或類似行業(yè)管理者調(diào)整經(jīng)營策略和后續(xù)再次進行縱向一體化提供參考。
[Abstract]:Since 2010, the popularity of iPhone mobile phones, represented by apple, has exploded the growth of global smartphones. The growth of smartphone shipments has led to the market's demand for small and medium sized capacitive touch screens, increasing the development opportunities of the capacitive touch screen industry. Therefore, the downstream companies on the capacitive touch screen have started to develop new operations. The strategy is to replan the industrial layout in order to improve the competitiveness in technology, efficiency and scale, to seize the opportunity to increase the demand of the touch screen. The rapid development and expansion of.YS company is a small and medium sized LCD display module. Its business has a high correlation with the touch screen and is facing the upcoming industrial chain pattern change. The company sets out to establish a new development strategy.YS company using the strategy making tool SWOT analysis and the fluctuating five force model. The company has established the development strategy of the vertical integration of the company,.YS company, based on the existing LCD screen business, invested the mobile phone touch screen, the window protection cover board and the touch display module. Three new production lines, entering the upper and lower industrial chain of the LCD screen, making the company a one-stop solution to the mobile LCD screen with touch control function,.YS company has built a new mobile window protective cover plate production line and a touch screen production line through merger and acquisition. The new production line is distributed in Changsha and Shenzhen, the company's goal. After the implementation of the vertical integration strategy, the sales volume was rapidly increased from 800 million yuan to 3 billion yuan in one year. However, after a year of the vertical integration strategy, the sales of YS company did not increase substantially. By comparing the YS company strategy and the competitor, it is found that when YS company is implementing the vertical integration strategy, the way of merger and acquisition is not suitable for the new investment projects; the production location of the new investment project is too scattered; the core business of the company is not obvious; the lack of supervision and management of the merged companies is the strategic goal of the YS company. The main reasons are not reached. After finding these reasons, this article puts forward the improvement advice one by one and suggests that YS company integrate the production sites of various projects, focus on developing downstream products and improve internal processes. This article tries to explain why some enterprises are in elaborate drafting in the rapid development of industry and technology changing environment. After the integration strategy, not only did not make the enterprise enter the track of rapid development, but put the enterprise into the mire of dilemma. This paper, taking YS company as an example, analyzes the problems faced by YS company in the implementation of the vertical integration strategy, and gives the following adjustment opinions for the adjustment of YS company or similar industry managers. It provides a reference for further strategic integration.

【學位授予單位】：西南交通大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.6;F272.3

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本文編號：1817901