Abstract
Recently, new flat panel display products developed rapidly that the whole industry grew boomingly. Following after Semiconductor, display has become a second industry output over trillion in Taiwan. Among the display industry, the small-and-medium size flat panel display also rose rapidly in the new demand of consuming electronics products and mobile devices. Taiwan’s market share of the global small-and- medium size flat panel display has jumped to the world’s number two. It is an industry with characteristics of product diversification, high customization, shorter product life cycle, rapid product changes…etc. Thus, how to add values for customers in the small-and-medium-size flat panel display needs to be discussed. This thesis identifies how current companies value their core competences from construct to penetrate deeply and influence their long term strategy plan. Moreover, by studying the case from G company, how can top management valued and influenced their core competence from constructing in the beginning and made it become their competitive advantage which stood themselves out from other competitors in the operating performance during recent years’ fierce competition environment. Particularly, when facing threats of existing mainstream product technology being replaced rapidly, management level of company G used their strategy plan to turn the possible crisis into a successful transition and integrated their alliance group resources into their industry competitive advantage and strength. Therefore, this paper discusses how important the core competence, strategy plan, and execution to a company. Most important of all, how can a small-and-medium size liquid crystal display company enhance their overall value for the company and create their values for customers to become a competitive advantage in the unique industry characteristics and the competitive environment.