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Post-M A Brand Marketing Strategies: The Analysis of Semiconductor Material Business of New DuPont
Semiconductor Industry,Dow Chemical,DuPont Chemical,Mergers and Acquisitions,Electronic Materials,
|Publication Year :||2020|
|Abstract:||近年來全球企業的合併或併購相對活躍且呈現高成長，除了半導體產業之外其供應商的合併與併購案的數量也越來越多，如：博通(Broadcom Inc.)收購軟體公司CA Technologies；英特爾收購以色列的AI晶片開發商Habana Labs；漢微科被荷商艾斯摩爾併購；安智被默克收購等，合併或併購的公司以期達到策略聯盟與強化競爭策略來續維持成長，併購之後的策略與品牌管理則為各公司的首要面對的課題之一。|
In recent years, mergers and acquisitions of global companies have been relatively active and show high growth. In addition to the semiconductor industry, the number of mergers and acquisitions of their suppliers has also increased. For example, Broadcom Inc. acquired software company CA Technologies; Intel acquired Israel’s AI chip developer Habana Labs; HMI was acquired by Dutch merchant ASML; AZ was acquired by Merck, etc., merged or merged companies in order to achieve strategic alliances and strengthen competitive strategies to maintain growth. After the merger, the strategy and brand management of the company are one of the first goals faced by companies.
In 2017, DuPont Chemical and Dow Chemical Company merged into DowDuPont, with the goal of eventually being split into three independent listed companies: Corteva AgroSciences focused on agriculture; Dow focused on traditional chemical materials science; its case company focus on specialty chemicals for DuPont. At the beginning, Dow Chemical wanted to enter the semiconductor industry as a supplier of semiconductor materials, so it acquired Rohm and Haas Electronic Materials in 2009; DuPont Chemical began to actively develop the electronic business sector in the 1990s, starting with printed circuit boards, and then stepping into microelectronic materials and related industries such as semiconductor materials, manufacturing processes and equipment. Although the business overlap of the two companies is not high, due to the high intensity of competition in the semiconductor materials market, their main strategy is to increase competitiveness through vertical and horizontal integration, and to strengthen market advantages by integrating R D resources with each other. This paper takes the merger case as an example to discuss whether the (new) DuPont semiconductor material supplier after the merger and spin-off will explore whether its synergy and the continued B2B brand marketing advantage and competitive strategy under the existing brand value can be improved through the merger Brand effect and value in different electronic materials market segments.
Keywords: Semiconductor Industry, Dow Chemical, DuPont Chemical, Mergers and Acquisitions, Electronic Materials
|Appears in Collections:||事業經營碩士在職學位學程|
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