快速发展的半导体技术除了在集成电路、光通讯等领域掀起重大影响外,又孕育了一

场新的产业革命 照明革命,LED (Light emitting Diode),即半导体发光二极管照明是

继白炽灯和节能灯后的第三代照明技术。90年代以来,随着以氮化镓为代表的第三代半导

体的兴起,蓝色和白色发光二级管的研究成功,作为新型高效固体光源,己显示寿命、节

能、绿色环保的显著优点。

江苏璨扬光电有限公司于2009年成立于扬州经济技术开发区,公司主要从事:生产、

加工发光效率501m/W以上的超高亮度半导体发光二极管外延片(蓝光)、芯片及室内、

室外照明产品。面对国内LED产业的迅猛发展态势以及未来巨大的全球性市场,璨扬光电

如何作出正确定位,如何培育核心竞争能力,以何种方式进行战略扩张,如何参与国际市

场的竞争等战略问题已成为公司管理层必须思考和亟待解决的问题。本论文以璨扬光电客

观主体为研宄对象,在分析璨扬光电现状的基础上,本文运用PEST和波特五力模型分析法

对璨扬光电的外部环境进行了详细的分析,并运用SWOT分析,通过对璨扬光电内部资源和

能力的分析,使管理层能更明确璨扬光电优劣势,在经营活动中更好的发扬优势改进不足,

使公司的管理更上一层楼.。在综合上述分析的基础上,本文系统地给出璨扬光电的战略定位

和发展战略,提出“强化LED芯片业务,拓展下游应用市场,成为国内LED领域的领导者”

战略目标。

最后,结合本人与璨扬光电管理层的交流,提出为推动企业发展战略而采取的关键实施

对策,如培育公司的核心竞争力、优化组织结构、提高管理水平等。本论文的研宄旨在提升

璨扬光电的核心竞争力,达到可持续发展的目标。

关键词:LED; SWOT分析;发展战略

Abstract

The rapid development of semiconductor technology is a trend in today's high-tech

industries. After the lead of semiconductor technology microelectronics revolution, it breeds

another new industrial revolution ~ lighting revolution, marked by the semiconductor light

gradually replacing incandescent and fluorescent lamps. The most critical component of

semiconductor lighting is the semiconductor light-emitting diode (LED, Light emitting Diode in

abbreviation). Since the 1990s, along with the rise of the third generation of semiconductors

represented by GaN and successful study of blue and white light-emitting diode, as a new and

efficient solid light source,has shown its advantages of long service life, energy saving, and

green environmental protection.

Jiangsu CANYANG Optoelectronics Ltd. is founded in Yangzhou Economic and

Technological Zone in 2009. The company is mainly engaged in manufacturing and processing

Ultra-High Brightness LED epitaxial wafers (blue-ray), chips, indoor and outdoor lighting

products. These products' luminous efficiency are above 501m / W. Facing the rapid

development trend of domestic LED industry and the huge global market in the future, how to

position properly, how to cultivate the core competitiveness, how to make the strategic

expansion, and strategic issues such as how to compete in the international market have become

the problems management layer must think about and urgent to be solved. In this thesis, taking

the main objective CANYANG Optical for study, basing on the analysis of the its current

situation, this paper made a detailed analysis on the external environment by PEST and Porter's

Five Forces Model Analysis, and applied SWOT Analysis on its internal resources and

capabilities to enable the management layer to have a brighter understanding on its advantages

and disadvantages, and in business activities, to better develop the advantages and improve the

deficiencies, leading the company's management layer to a higher levelOn the basis of the

above analysis, this paper systematically gave CAN YANG a strategic positioning and

development strategy, and proposed the strategic objectives Enhance LED chip business,

expand downstream application markets, and become a leader in the field of LED.

Finally, combining with the chat between CANYANG's management layer and me, I put

forward key countermeasures to promote development strategy of the company, such as, how to

cultivate the core competitiveness, optimize the organizational structure, and improve the

management level. This paper aims to enhance CANYANG Optoelectronics Ltd.'s core

competitiveness to achieve the goal of sustainable development.

Keywords: LED; SWOT Analysis; Development Strategy