二、在個案公司之使命下，評估內部、外部及總體環境中之優勢及機會後，分析個案公司依其最佳競爭策略，可以有效利用最低建置成本，快速擴張規模，以完成其企業使命。 With a specific solar cell manufacturer as the research subject, this study adopted the strategic management structure proposed by Lin and Pao (2004) to analyze the case company under its mission statement, summarize a feasible competitive strategy based on all its advantages in internal and external environments as well as the macro environment and review whether the company is capable of accomplishing the mission. By collecting related literatures home and abroad and internal data of the case company, the study analyzed the important elements that affect the strategy formation under the background of meager profit and smaller profit margin in solar energy industry, and came to the following conclusions:
1. According to the literatures and market information collected, the study summed up the important elements in strategy formation after evaluating internal and external environments as well as the macro environment, which are professional operation and production team in internal environment, efficient and high-quality products in external environment and the issue of global warming and environmental protection in macro environment. Based on the abovementioned advantages, the case company was allowed to adopt the “efficient budget management to control production cost” as the best competitive strategy so as to accomplish the mission of becoming one of the top ten solar cell manufactures in the world.
2. In light of the company’s mission, the study assessed the advantages and opportunities in internal and external environments as well as the macro environment, and found out that the case company can rapidly expand its business scale with the least construction costs by means of the best competitive strategy and therefore accomplish its mission.