電視機的發明，改變了人們的生活習慣以及型態，尤其是身為現代人的我們，生活圈內更是離不開電視機的身影。然而回顧過去電視機的發展，傳統的映像管電視發展近一甲子的時間才普及，電漿電視的發明一度被視為將取代映像管電視的最佳電視，但當液晶電視發明量產後短短十幾年間，電漿電視從萌芽階段跳過成長階段而直接進入衰敗期，相反的液晶電視從產品生命週期的萌芽階段進入到成長階段時，僅花了六年的時間已步入成熟期。此時期的廠商們，原寄望新的有機發光二極體電視能夠量產，藉由技術創新為電視機產業帶來新的成長動能，但因技術無法突破導致成本高居不下，加上近年經濟不景氣更影響消費者購買意願。廠商紛紛轉投入發展液晶電視的附加功能，如大家常聽到的3D電視、連網電視以及智慧電視。

故本研究想要在電視機產業中聚焦於液晶電視，並依時間序分成產品生命週期成長期與成熟期兩階段，透過不同時期的主要競爭內容給予不同的產品技術含量計算方式，搭配產品平均售價或是平均每尺寸平均價格形成二維座標的散佈圖，並透過其市場出貨表現對應，分析歸納全球主要品牌廠商產品競爭策略變化。

經過歸納分析後，本研究對於以產品生命週期的觀點分析液晶電視品牌公司的全球競爭策略結論有三點。
1. 液晶電視產品從成長初期，日韓歐美品牌著重於提升的產品的技術含量，中國大陸品牌則會先著重於降低其產品價格。在成長後期，中國大陸品牌才加強其產品技術含量提升，日韓歐美品牌則受產品已逐漸發展成熟，產品技術含量提升幅度較低，使得兩族群間的液晶電視產品差異日趨縮小至幾乎無差異化。
2. 在具有附加功能的液晶電視方面，歐美市場的接受度高於中國大陸市場。若將3D電視、連網電視以及智慧電視分別視為各自獨立的產品生命週期，其在歐美市場已進入成長階段，但在中國市場則處於萌芽期。
3. 在品牌廠商產品競爭策略方面，當廠商在產品生命週期成長初期即採取前瞻性策略，主動開發新產品，將會為其帶來穩定的成長。但當廠商在成長後期才提高產品技術含量，應採取分析性策略，藉由追隨領導者的腳步使風險降低，以維持穩定並伺機在有利的地方加以創新；或採取防禦性策略，針對某一特定市場推出其所需的產品，以維持目前的市占率。

With the invention of the television, people have changed their living habits, even more can`t live without TV. However, when we look through the TV development, CRT TVs had taken a long time to be popular nearly 60 years. When Plasma TVs was invented as the replacement of CRT TVs, LCD TVs became flourishing just in few years, went from the growth stage of product life cycle into the maturity stage, Plasma instead went into decline stage without passing through the growth stage. In these years, the manufacturers looked forward that OLED TVs could be the next star to let TV industry grow up again by technology innovation, but with the product cost can`t be break down, consumer didn`t want to pay extract money to buy OLED TVs under the recession. So the manufacturers have switched to invest the additional functions for the development of LCD TVs, like 3D TVs, connected TVs and smart TVs.
In this study, I would like to focus on LCD TVs, using product life cycle to analysis the competition strategy of worldwide LCD TV branding companies. First of all, I divided the time sequence into two stages, giving the product technology score by different competitiveness indicators of product, then go with ASP or the average size of the average price, so I could analysis it by the two-dimensional scatter plot of the coordinates. Moreover, I used the shipment volume to summary the change of the competitive strategy from worldwide LCD TV branding.

According to my research, I have three outcomes of this thesis.
1. Japanese, Korean, American and European brands focused on upgrading the product technology score in the early growth stage of product life cycle, but the Chinese brands focused on reducing the prices of their products. In the late growth stage of product life cycle, the Chinese brand started to strengthen its product technology score, however, the Japanese, Korean, American and European brands had limited space for the product elevation related to their high product technology score originally. It made the LCD TVs with limited differentiation of the two groups in the maturity stage of product life cycle.
2. As the additional function of LCD TVs, the acceptance of European and American markets is higher than China market. In the other words, if I take 3D TVs, Connected TVs and smart TVs as an individual product life cycle, all of them are in the growth stage of product life cycle in Europe and the United States market, but in the emergency stage of product life cycle in China market.
3. In the competitive strategy of LCD TV brands, the company grew steadily if it took prospector strategy to develop lots of new products in the early growth stage. If the company elevated its product technology score in the late growth stage, it should take analyzer strategy to follow by the leading company, in order to reduce the risks and wait for the coming opportunity, avoid making a big step to surpass the leading company; or taking a defender strategy to maintain current market share by launching products for a particular market.

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