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Title: | DRAM製造廠競爭策略之分析-以力晶與茂德為例 The Analysis of Competitive Strategy of DRAM Industry:Case Study on Powerchip and ProMOS |
Authors: | Sheng-Feng Wang 王勝鋒 |
Advisor: | 陳正倉 |
Keyword: | 半導體產業,寡占市場,DRAM製造廠,企業優勢,競爭策略, Semiconductor Industry,Oligopoy,DRAM Makers,Enterprise Competitive Advantage,Competitive Strategy, |
Publication Year : | 2017 |
Degree: | 碩士 |
Abstract: | DRAM產業對於全球經濟有著舉足輕重的重要性,亦於全球半導體產業鏈中占有一席之地,高度資本支出為其產業一大特點,致產業進入障礙與退場成本逐高。隨著2003年全球金融風暴,產業重整,並透過策略聯盟,轉為五大廠八成市占之寡占市場。2008年金融海嘯,各廠過度擴廠,造成市場供需均衡,產業再次整併及轉型,轉為三大廠九成市占之高度寡占市場,接近領導性寡占;臺灣DRAM廠力晶與茂德在產業中,同時面臨生存困境,各自轉型後卻有著截然不同的發展。
本文由全球半導體產業發展脈絡延伸至DRAM產業現況,以臺灣DRAM製造廠力晶科技與茂德科技作為主要研究個案,透過競爭策略理論,蒐集產業初級及次級最新資訊,分析和比較各自企業競爭優勢,探討其失敗與成功之主因。 研究發現,個案對象力晶科技與茂德科技最大發展差異來自DRAM技術移轉授權,兩家企業皆自國際大廠取得技術移轉,力晶科技其技術母體一脈相承,製程雖落後一世代,仍可獲利,而為避免DRAM市場波動,部分產能轉型晶圓代工,致由虧轉盈,營運獲利穩定。茂德科技則歷經數次不同技術母體之更換,耗費大量資金及人力成本,於大幅落後市場製程技術之下,雖DRAM市場回穩,也無法獲利,最終強制清算,正式轉為IC設計公司。 對於DRAM產業未來研究方向建議,可持續探究各大廠於高度寡占市場結構下,各自競爭策略發展;DRAM製程技術最先進之爾必達(Elpida)記憶體公司,最終仍被併購,除了技術先進之外,探究企業如何維持自身優勢。 Over the past decades, DRAM Industry has played a significant role in the Global Economy. High Capex is the feature of this industry which becomes the barrier to entry and exit. After being through the Global Bank Crisis in 2003 and Financial Crisis in 2008, this industry has been turned into Oligopoly status of High Concentration. Top 3 makers reach above 90% makert share; Powerchip and ProMOS in DRAM Industry are both facing the difficulties. However it comes up with different results after business transformation finally. This paper started from the development of global Semiconductor industry then contracted to the current situation of DRAM market. The research reviewed Competitive Strategies, Five Force Model, FRSA to Business Analysis to explore the Business Model of DRAM makers. On the basis of Enterprise Competitive Advantage, the local DRAM makers: Powerchip and ProMOS are the subjects of case study. The research indicates the difference between Powerchip and ProMOS is the Source of Technology Transfer. Powerchip has always remained the same source but ProMOS has been through different several resources. In the end, Powerchip turns into Foundry Compnay and ProMOS turns into IC design house. For future research, the Anaylsis of Competitive Strategies based on Oligopoly of high concentration would be highly recommended. Secondly, research how to maintain the Enterprise Competitive Advantage except technological advantage. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/21022 |
DOI: | 10.6342/NTU201700282 |
Fulltext Rights: | 未授權 |
Appears in Collections: | 經濟學系 |
Files in This Item:
File | Size | Format | |
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ntu-106-1.pdf Restricted Access | 1.45 MB | Adobe PDF |
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