在一般消費性顯示器， 市場競爭激烈， 價格撕殺在紅海市場中， 每天拼價格
銷售， 只為了公司要生存， 以低毛利或者幾乎沒毛利接單， 眼看著一家家競爭對
手關閉大吉， 面板大廠誰的產能最多， 價格就可以降低，則誰就是大哥。上游 LCD
製造商就算虧錢也不能停線， 因為停線會虧損更多， 一邊虧損一邊也不得不投資
新世代線設備， 為了不同尺寸的生產製造符合經濟規範， 以免浪費利用率以切割
尺寸數量。
現代生活環境中不管到哪裡有會即時資訊， 如大眾交通運輸、 廣告、 提款機、
事務機、 kiosk 及 POS，在不同的應用環境下都離不開顯示器不管在室內或室外，
顯示器需要運轉不關機且產品壽命長， 這種顯示器稱之為工業顯示器。
本個案要如何讓公司從紅海掙脫轉換到藍海市場， 與一般顯示器做出市場區
隔垂直市場應用， 傾聽客戶需求， 產品差異化， 多樣少量客制化商業模式， 如何
讓公司生存下來要如何繼續生經營下去。
在市場的競爭下公司經營團隊需要不斷的創造新產品及應用， 研發團隊不得
不去試著創造另一個商品的機會 “破壞式創新”， 創新商品只要有關產品技術或
者有任何的創新及想法都可申請專利， 以保護公司的產品及技術。
有了另一個新產品 “技術核心” 的創造， 公司在多個產品技術核心下“左右
開弓” 再加上下整合增加更多的產品價值， 為了達到公司永續發展及經營， 讓業
績反轉， 更需要守住產品的 “品質管理”。

In general consumer displays, the market is fiercely competitive and prices are
torn apart. In the red sea market, prices are sold every day. It is just for the company to
survive and orders are received with low or almost no gross profit. Whoever has the
highest production capacity and price can be reduced, then who will be the big brother.
Even if the upstream LCD manufacturer loses money, it cannot stop the production line,
because once the line is stopped, the loss will be more. In addition, it also must invest
in new-generation production line for different sizes of manufacturing. It necessary to
meet the economic norms, not to waste materials in order to fit the size.
There is real-time information in the modern living environment, such as
transportation, advertising, ATM, transaction machines, kiosk and POS. The display
exists whether indoors or outdoors in different application environments. The display
whose operation cannot be shut down and with long product life is called industrial
display. In this case study, how to make the company break away from red sea to blue
ocean market, make a vertical market application with the general display segment,
listen to customer needs, build product differentiation, create a variety of customized
business models, and survive in the market and continue business are investigated.
Under competition of the market, the company's management team needs to create
new products and applications. The R&D team has to try to create another product with
the opportunity of "disruptive innovation." Innovative products which as long as
involve new product technology or any innovations and ideas can apply for patents to
protect the company's products and technologies.
With the creation of another new product with "technical core," the company can
"open left and right" under multiple product technical cores and plus integration to add
more product value. However, it is necessary to keep the "quality management" of the
product.

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