數十年來，傳統石油一直是民眾重要的能源來源，但過度使用也帶來了地球暖化及成本增加的問題。對民眾來說，找尋非石油及非核能的替代來源是個重要的議題，尤其是在福島核災之後，在「創造綠色能源」的角度積極思考，太陽能光電未來強勁成長及發展是可期待的。太陽能發電不僅可達到溫室氣體零排放、與人類日出而作、日落而息的生活習慣契合，可有效供應尖峰發電需求，而其能直接安裝在用戶建築上。太陽能發電可提升用電效率、節省供電運輸成本，及提供客戶更完善的服務。
本研究以友達光電為研究個案，探討友達光電在2008年底決定從過去液晶平面顯示器的生產製造，跨足到綠色能源事業的競爭優勢分析與轉型策略。友達光電發展太陽能光電產業垂直整合，從上游晶材到太陽能模組，並建立具雙認證的太陽能電池及模組測試實驗室(PV QRA Lab)，在能源產業的價值鏈中整合出最佳的技術與服務，並與系統廠攜手積極參與台灣及全球的太陽能相關開發案，其「完整解決方案」（Total solution）策略有別於其他競爭廠商的核心能力。本研究並藉由產品生命週期分析友達光電在面臨顯示器事業邁向成熟期時，如何管理產品生命週期來尋求突破，提供發展產業營運模式創新策略之參考。

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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二、 中文文獻：
李振興，「台灣太陽能系統產業之策略分析」，交通大學管理學院碩士在職專班科技管理組論文（2009）
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高鴻翔，「產銷失調，太陽光電錢途堪慮」，資策會產業情報研究所， 101.05.11
張健倫，「台灣太陽能光電產業新進者策略之研究-以友達為例」，清華大學科學管理研究所碩士(2011)
張順教，高科技產業與策略分析，華泰文化出版，2010.09.28。
湯明哲，「為何對手碰到它就兵敗如山倒?」，商業週刊第1268期 P80~P84(2012.3.12)
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友達96~99年報
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三、 參考英文網站資料：
www.innocentive.com
www.ninesigma.com
www.yet2.com
www.yourencore.com
www.msetek.com
四、 參考中文網站資料：
友達光電，http://www.auo.com/
理財網Money DJ http://www.moneydj.com/
Digitime ，http://digitimes.com.tw/
數位時代網站，http://www.bnext.com.tw/a
電子工程專輯 http://www.eettaiwan.com/
聯合知識庫 http://udndata.com/