| Summary: | 碩士 === 立德大學 === 科技管理研究所 === 96 === This research is based on enormous data collection, data analysis and face-to-face interview with the key man in Contrel. In the research model, I adopt Michael Poter’s competitive strategy analysis and SWOT analysis to discover the key successful strategies which Contrel has executed. Last but not least, I would like to propose some strategies which might be useful to the equipment makers.
Through differential strategy, Contrel took the lead to successfully develop Laser Cutting Machine which undoubtedly placed herself on the cutting edge in terms of technology capability among global competitors. On the other hand, with concentration strategy, Contrel did whatever they could to cater to their most significant customer, CMO. With foresighted vision, Contrel learned how to explode new products and how to secure new market opportunity which facilitates their commitment to innovation and rapid expansion. Last but not least, through strategic alliances with CMO in their early development, Contrel has won the ticket to success already.
Contrel foresaw that the TFT-LCD equipment demand will cease growth sooner or later. For long term consideration, Contrel decided to step into a different category, i.e. thin film solar cell equipments and total solutions, to keep survival.
This thesis provides the suggestion for the TFT-LCD equipment makers as following:
1. Construct an overall TFT-LCD equipment supply chain
2. Elevate the confidence level of the TFT-LCD makers towards domestic equipment quality
3. Technology upgrade and breakthrough in patent protection
4. Cooperate with academic research institutes in advanced research projects
5. Lobby the Strategic Protection Tax Act
6. Enhance research human resources
7. Build the International Purchasing Platform for high quality, precision equipment parts
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