| Summary: | 碩士 === 國立臺灣科技大學 === 財務金融研究所 === 100 === In recent decades, the traditional petroleum is the important energy for people, but overuse of petroleum causes global warming issues and increase of obtaining cost. Now, it is an important agenda for people to explore the “Alternative Energys”, which are non-petroleum and non-nuclear to become the source of energy in future, expectly after the Japan Fukushima nuclear disaster. Predictably, in the positive thinking of the creatation of the green alternative, the photo voltaic (PV) will make strong growth and development in future. The Solar power is not only to achieve zero emissions of greenhouse gases, but also to match the living habits of people. It is an effective supply to match the power demand, and can be directly installed on the user's building. It also can improve the power efficiency, save transport costs of electricity and provide better customer service.
The case study focuses on the decision that AU Optronics (AUO) decided to develop the PV strategy business unit (PV SBU) which is different from the LCD flat panel display manufacturing at the end of 2008, and analyses how AUO transfers its competitive advantages from its panel manufacturing to solar manufacturing. AUO PV SBU develops its own vertical integration. From the manufacturing of crystalline materials to solar modules, AUO establishes its solar cell and module testing laboratory (PV QRA Lab) to certify the quality of its solar prodcution. In the value chain of energy industry integration, AUO provides its best technology and services, and co-creates with its Taiwan and global participants in solar energy development, and the “total solution strategy” is different from its competing manufacturers. This essay analyses by the product life cycle (PLC) of AUO when it is getting mature in its sustaining business, and how to manage its PLCs to seek a breakthrough. This essay provided innovation strategies of AUO in developing its industry business model in final.
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