這項研究將通過對三星電視案例的詳細調查，來證明行銷能力對企業選擇 產品的影響。OLED 面板作為電視顯示技術的全新水平而受到專家和研究人員的 高度讚賞(Jia，2018; Sheedy，Hayes，&Engle，2003; and Jang，et al。， 2019)，而 QLED 則僅被認為是經典 LED 屏幕的升級版本。儘管專家和公眾做 出了許多預測，但三星還是“出乎意料”地決定將 QLED 電視作為其主要電視產品。 本研究基於 Hotelling 模型(1929 年)對三星的這一決策進行了分析，其中三星 獲得的利潤可以通過兩種模型進行評估:(1)當三星和 LG 同時生產 OLED 電視 時，(2)當 LG 生產 OLED 電視而三星生產 QLED 電視時。第二種模型將被分 為數個較小的案例，其中三星分別展示(1)較高的行銷效率和(2)較低的行銷 效率。而研究顯示，與 LG 相比，三星具有競爭優勢的行銷能力將在生產 QLED 電視時效益最大，儘管與 OLED 電視相比，這種面板類型的技術能力不強。在這 種情況下，三星可以從其顯著的產品差異性和有效的行銷能力中受益。

This research demonstrated the impacts of marketing capabilities on the choice of product by businesses through a detailed investigation into the case of Samsung TVs. While OLED panels are significantly appreciated by experts and researchers as a whole new level of technology for TV display (Jia, 2018; Sheedy, Hayes, & Engle, 2003; and Jang, et al., 2019), QLED panels are modestly considered as an advanced version of the classic LED screen. Despite numerous predictions from experts along with the public, Samsung had been “unexpectedly” determined with its decision of making QLED TVs as its major TV offerings. This research approached and analyzed this decision of Samsung on the basis of Hotelling model (1929), in which profits gained by Samsung were assessed in two models: (1) when both Samsung and LG produce OLED TVs, and (2) when LG produces OLED TVs and Samsung produces QLED TVs. The second model was then divided into smaller cases, where Samsung demonstrates (1) a high level of Marketing efficiency and (2) a low level of Marketing efficiency. The research showed that Samsung with its competitive Marketing capabilities compared to LG would benefit the most when producing QLED TVs despite the less competent technology that this panel type possesses compared OLED TVs. Samsung in this case could obtain benefits from its significant product differentiation and effective Marketing ability.

TABLE OF CONTENTS
論文審定書 i
摘要 ii
ABSTRACT iii
TABLE OF FIGURES vi
CHAPTER I. INTRODUCTION 1
1.1. Research background 1
1.1.1. Introduction of Samsung and LG 1
1.1.2. Samsung’s competent Marketing capabilities compared to LG’s 3
1.1.3. Research motivation 7
1.2. Research Objectives 9
1.3. Research scope 10
1.4. Research method 10
1.5. Structure of research 11
CHAPTER II. INDUSTRY OVERVIEW 13
2.1. The significance of OLED TV 13
2.1.1. OLED demonstrates higher color volume at angles 13
2.2.2. OLED is more eye-friendly 14
2.2.3. OLED could deliver darker and deeper black 14
2.2.4. OLED could be made flexible 15
2.2.5. OLED offers better life-span 15
2.2. Samsung actual sales figures 16
CHAPTER III. LITERATURE REVIEW 23
3.1. The Concept of Marketing Capabilities 23
3.1.1. Definition of Capabilities 23
3.1.2. Definition of Marketing capabilities 24
3.1.3. The importance of Marketing capabilities 25
3.2. Technology Adoption 26
3.3. Duopoly competition 27
3.4. The Hotelling Model in duopoly market 28
CHAPTER IV. ANALYSIS AND RESULTS 30
4.1. The Hotelling model analysis 30
4.2. The analysis of strategies of Samsung and LG based on the Hotelling model 32
4.2.1. Model 1: Both Samsung and LG choose OLED 32
4.2.2. Model 2: When Samsung chooses QLED 35
4.3. Results 39
4.3.1. Finding comparison 39
4.3.2. Nash Equilibrium 42
4.3.3. Condition in Which Samsung Would Choose QLED Over OLED TVs 43
CHAPTER V. DISCUSSION AND CONCLUSIONS 46
5.1. Discussion 46
5.2. Conclusion 47
5.2.1. Contributions 47
5.2.2. Limitations and future research direction 50

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