A Study on Competitive Strategy of Taiwan’s Wind PowerIndustry — A Case of Co-Generation Department of AIDC

• Main Authors: Jinn-Shing Su, 蘇進興
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/93480779762007118656

碩士 === 逢甲大學 === 經營管理碩士在職專班 === 92 === Abstract The steady supply of the energy and electricity is not only one of the modern indispensable conditions of economic development, but also the important basic key element for enterprises’ operation. Because of the limitation for the main petrochemical fuel in the world, the human beings must use energies from the natural forces. There are the flourishing developments of wind energy in recent years and the main technologies are derived from aerospace and its related technologies. Accordingly, the author studies the wind-power electricity generation competitive strategies of the Co-Generation Department of Aerospace Industrial Development Corporation. This paper analyzes the competitive strategies that the studied case should adopt. The author firstly reviews the literature to construct the theoretical framework for the research. Then an industry analysis has been done supported by interviewing the senior executives of the case company. This study shows that there are three local manufacturers of wind-power electricity generation already entered into the Taiwan market recently, but none has the R&D and manufacturing capabilities of wind turbine. How to allocate the most proper resources to obtain the best competitive position will be depended on strategies and tactics of the manufacturers. The Co-Generation Department of Aerospace Industrial Development Corporation should rely on its capabilities and experiences that are obtained in the aerospace industry for the past decades to compete with competitors. The company has technological advantages that are difficult-to-duplicate advantage to expand the wind turbine that not easily copied and the advantages could be the entry and mobility barriers to the competitors of the strategic groups. Finally, in order to drive the future growth and development of the industry, the author suggests the responsible institute-Ministry of Economic Affairs (MOEA) define the main future directions of the wind industry. Such as transfers of promotions the key components and technologies who gives the incentives for the participating companies in this industry who improve or complete the technological transfer within the limited time period.