企業合併的品牌行銷策略：陶氏與杜邦合併案半導體材料事業之分析

Abstract

自2014年以來，半導體產業合併與購併案大幅提升，由2014的196億美元到2015年1073億美元達到高峰，2016年趨緩至553億美元，於2017年開始趨緩但博通出資1030億美元收購高通案有可能再創新高。除了半導體設計與製造公司合併或併購案之外，供應商方面的合併與併購案也越來越多，如台灣前股王漢微科被荷商艾斯摩爾併購、安智被默克收購、ATMI被英特格收購等。合併或併購策略為半導體商維持持續成長並增加競爭能力的重要策略之一，併購之後的品牌管理與策略則為各公司的重要課題之一。 陶氏化學與杜邦化學於2016年底宣布合併成立陶氏杜邦控股公司，再分拆成為子公司分別在農業、傳統化學品與電子材料三家子公司，陶氏的主要電子材料部為併購羅門哈斯電子材料部門，而杜邦亦有自身的電子材料部，唯兩間公司的業務呈低重疊市場，且此合併案為對等合併而非併購，本研究以此合併案為例，探討半導體業在合併與併購案發生後，對於品牌的管理與策略探討，是否能藉由合併提升雙方品牌在不同電子材料市場區塊的品牌效應與價值。

Since 2014, there were many M&A projects starting at Semiconductor industry. The total project value was growing to 107.3B in 2015 from 19.4B USD in 2014, slow down to 55.3B in 2016, but potential going up to record high again in 2017 due to Broadcom offer 103B for buying Qualcomm. In addition to M&A of design house and manufacturing companies, the M&A projects of material supplier in Semiconductor industry are getting more and more, ex: HMI was acquired by ASML, AZ was acquired by Merck, ATMI was acquired by Entegris…M&A stratrgy in Semiconductor industry becomes one of important factors for growing business. Brand management and strategy are one of major topics after merged. Dow Chemical and DuPont announced merger in 2016 and will spin out three companies which are Agriculture, Materials Science and Specialty Products. Dow Chemical acquired RHEM in 2009 and built up Electronic Materials business unit; DuPont has also owned Electronic Materials division. Compared with most of M&A, Dow and DuPont merger is complementary at three major existing markets. The current study is for the Brand management and strategy after merger. Investigate the strategy suggestion for future in order to growing together at different electronic material markets by using the brand value and effect after merger of Dow and DuPont.