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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 謝冠雄 | |
| dc.contributor.author | Yu-Min Chen | en |
| dc.contributor.author | 陳鈺民 | zh_TW |
| dc.date.accessioned | 2021-06-08T01:49:36Z | - |
| dc.date.copyright | 2016-08-03 | |
| dc.date.issued | 2016 | |
| dc.date.submitted | 2016-07-29 | |
| dc.identifier.citation | 1. Christensen, Clayton. 'Disruptive Technologies Catching the Wave'. Harvard Business Review: P 3, January 1995.
2. MOFCOM, Decision of 26 August 2013, Public Announcement No. 61 [2013] – “MediaTek/MStar”, available at http://fldj.mofcom.gov.cn/article/ztxx/201308, last accessed 12 January 2014. 3. Winston Tellis, Introduction to Case Study, The Qualitative Report, Volume 3, Number 2, July, 2007, accessed December 8, 2015 4. Nalini Kumar Muppala, “MediaTek (Part 1-5): Beginnings And Growth”, February, 2010. 5. Vijay Govindarajan, Harvard Business Review: MediaTek’s Breakthrough Innovation, September, 2010. 6. Lucian Armasu, “The International ARM Race: Rise Of The Chinese SoC”, August, 2014. 7. DIGITIMES, “MediaTek leverages mobile advantages to become technology enabler for IoT”, June, 2016. 8. J. William Carpenter, “5 Big Tech M&A Deals in 2015”, January 13, 2016. 9. Louis Basenese, Wallstreet Daily: Seven Semiconductor Firms Set to Be Bought Out, June, 2015 10. Joel Hruska, “How Intel lost the mobile market”, May, 2016. 11. Stuart Robinson, “Strategy Analytics: Baseband Revenue Declines 5 Percent in 2015”, February, 2016. 12. Statista, “Global market share held by smartphone operating systems 2009-2016, by quarter”, March, 2016. 13. Statista, “Feature phone and smartphone shipments worldwide from 2008 to 2020 (in 1,000 units)”, 2016. 14. Statista, “Smartphone market share in China by vendor from 2014 to 2015”, 2016. 15. Patents-Encyclopedia, “Patent applications by MEDIATEK INC.”, 2015. 16. Christensen, Clayton. Institue, “The Innovator’s Dilemma”, 1997. 17. Wikipedia, “Disruptive innovation”, June 2016. 18. Marc Goedhart, Tim Koller, and David Wessels, Mckinsey: “The five types of successful acquisitions”, October 2010. 19. Wikipedia, “Product life-cycle theory”, April 2016. 20. Jean-Paul Rodrigue, Hofstra University, “Product Life Cycle”. 21. 蔡明介,競爭力的探所:IC設計、高科技產業實戰策略與觀察,財信出版,民國九十七年三月 22. 林柄滄,成功的企業購併,眾信聯合會計事務所,台北,民國九十一年十二月 23. 顧馨文,洪春暉,「聯發科合併晨星之策略意涵與影響分析」,產業情報研 究所,研究報告,民國一百零一年六月 24. 陳蘭蘭,「聯發科併購晨星,搶佔未來數位家庭商機」,拓墣產業研究所, 研究報告,民國一百零一年七月 25. 伍忠賢,企業併購理論與實務:跨世紀全球投資觀點,新陸書局,台北, 民國九十一年八月 26. 陳則銘,「企業併購之相關智慧財產管理策略與法律規劃研究-以併購美 國高科技公司時之專利查核評估探微」,國立政治大學,碩士論文,民國九 十三年七月 27. 鄭仲傑,「電子紙產業之購併研究:元太科技購併E-INK之個案探討」,國 立交通大學,碩士論文,民國一百年一月 28. 楊貽甯,「整合概念的多角化併購對供應鏈及競爭對手的影響—以 Google 併購Motorola 為例」,國立交通大學,碩士論文,民國一百零一年六月 29. 周賓凰,Econometrics: Theory, Concept, and Applications (計量經濟學:理 論、觀念與應用) 30. Aktasa, N, Bodtb, E.d., Rollc, R., 'MicroHoo: Deal failure, industry rivalry, and sources of overbidding', Journal of Corporate Finance, Vol.19, pp.20–35, February 2013. 31. Angwin, D., 'Motive Archetypes in Mergers and Acquisitions (M&A): The Implications of a Configurational Approach to Performance', Advances in Mergers and Acquisitions, Vol.6, pp.77–105, 2007. 32. Box, G.E.P. and Tiao, G.C., “Intervention Analysis with Applications to Economic and Environmental Problems”, Journal of the American Statistical Association, Vol.70, No.439, pp.70-79, March 1975. 33. Brouthers, K.D., Hastenburg, P.V., and Ven Joran V.D. 'If Most Mergers Fail Why Are They so Popular?', Long Range Planning, Vol.31, pp.347-353, June 1998. 34. Bruner, R.F, Applied Mergers and Acquisitions, Wiley Finance, March 2004. 35. Cooke, T.E., Mergers and Acquisitions, Blackwell Oxford UK, 1986. 36. Cornett, M.M., Tanyerib, B., and Tehranianc, H., 'The effect of merger anticipation on bidder and target firm announcement period returns', Journal of Corporate Finance, Vol.17, Issue 3, pp.595–611, June 2011. 37. Eiteman, D.K., Stonehill, A.I., Moffett, M.H., Multinational Business Finance, Pearson Education Inc., 2007. 38. Gillana, S.T., Kensingerb, J.W., Martinc, J.D., 'Value creation and corporate diversification: the case of Sears, Roebuck & Co.', Journal of Financial Economics, Vol.55, Issue 1, pp.103–137, January 2000. 39. Giovanni Valentini, 'Measuring the effect of M&A on patenting quantity and quality', Strategic Management Journal, Vol.33 , Issue 3, pp.336–346, March 2012. 40. Gammelgaard, J., 'Access to Competence—An Emerging Acquisition Motive', European Business Forum, Vol.17, pp.44-47, 2004. 41. Hill, C.W.L. & Jones, G.R., Strategic Management Theory: An Integrated approach, Annual Update, South-Western College Pub, January 2004. | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/19226 | - |
| dc.description.abstract | 隨著2015年全世界併購交易價值創下歷史新高,相較於前波2007高點更是上升了17個百分點。但2015年對半導體產業來說,以營收成長率來說卻都是下修的,也印證全球經濟成長趤緩的事實。相關晶片製造大廠因為三星及蘋果等大廠的壓力下,獲利空間萎縮,正掀起一波整併風潮。從上半年的荷蘭恩智浦半導體收購飛思卡爾(freescale),英特爾收購ALTERA、新加坡安華高(AVAGO)收購美國對手博通(BROADCOM)、到最後壓軸上場IT史上最大的併購案戴爾合併EMC等。都可以輕易觀察出來2015是風起雲湧、群雄競購的一年。
透過個案研究,在這波併購浪潮中,台灣Fabless IC大廠聯發科技當然也沒有缺席。先後在2015年中透過聯發科及轉投資的子公司等,一連投資收購了曜鵬、常憶、奕力、立錡,深耕技術並佈局未來的明星產業。本文中會針對聯發科技歷年來的併購案例做策略意義的討論,並藉由探討聯發科併購晨星之策略決定及綜效分析,來說明聯發科技如何調兵遣將,整併相關的手機及電視晶片部門。成功全面主導全球電視晶片市場,提高在市場上的議價能力等。 從發展長期目標看,透過營收處於低位,正是聯發科技制訂策略通過併購領先競爭者的最佳時機。而歷年以來的併購案中探討,如何能和未來的明星產業物聯網做聯結、並與重要推手的作業系統廠商如Google及通路商如北美亞馬遜、中國阿里巴巴等做策略性的合作,並延伸既有在智慧手持裝置產業鏈中的優勢,搶佔物聯網發展的關鍵地位,也將會是未來需要關注的一大重點。 | zh_TW |
| dc.description.abstract | As the mergers and acquisition values hit a record high in 2015, which is 17% percent higher than the previous peak in 2007. However worldwide semiconductor revenue decreased 1.9 percent in 2014 revenue and entered a phase of slow growth. Facing the fierce competition and shrinking profit, semiconductor companies have found it must evolve and go for horizontal integration to increase the economy of scales and strength technology innovation. In 2015, the key highlight would be Dell's buying EMC for $67 billion in October 2015 the biggest tech deal ever. Followed by Avago Technologies absorbed Broadcom and Western Digital bought SanDisk. Definitely the semiconductor industry is entering the consolidation era.
In this study, we analyzed the Taiwanese fabless IC design industry and took Mediatek as a case to discuss their global strategy through horizontal integration. Followed the global wave, MediaTek has also acquired Alpha Imaging Technology, Chingis Technology, Ilitek and Richtek Technology through its subsidiaries in a strategic way. The most representative example in Mediatek M&A history would be the acquisition of MStar in 2012 enabled MediaTek to strengthen their competitiveness in smartphone and TV market, enhance technology level and increase business scale to compete in this global competition. In the long run, an interesting finding Mediatek chose to invest more during recessions and seek the momentum for the next wave technology. With all the ingredients ready, how to leverage the existing mobile strength, get global partnership with eco-system provider Google and strategically work with biggest retailer like Amazon in US and Alibaba in China would be the key milestones in the near future. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T01:49:36Z (GMT). No. of bitstreams: 1 ntu-105-R02749015-1.pdf: 2604107 bytes, checksum: 6c9bca6c069253860d92006b22e54e29 (MD5) Previous issue date: 2016 | en |
| dc.description.tableofcontents | Master Thesis Certification by Oral Defense Committee i
誌謝 ii 中文摘要 iii ABSTRACT iv CONTENTS v LIST OF FIGURES vii LIST OF TABLES ix Chapter 1 INTRODUCTION 1 1.1 Background to Research 1 1.2 Research Aim and Question 2 Chapter 2 LITERATURE REVIEW 4 2.1 Disruptive Innovation Theory 4 2.2 Global Trend for Merge and Acquisition 7 2.3 The Five Types of Successful Merge and Acquisition 10 2.4 Mergers and Acquisitions Law-Anti-Monopoly Law 14 2.5 Product Life Cycle 17 Chapter 3 CASE STUDY OF MEDIATEK 21 3.1 Introduction of Mediatek 21 3.2 The Rise of Mediatek 21 3.3 MediaTek’s Competitors in Mobile Chipset Business 23 3.4 Analysis of Mediatek’s success in Mobile industry 27 3.4.1 Turn-key Solutions 28 3.4.2 Shanzhai - The White-Box Model 29 3.4.3 Android Operating System 32 3.4.4 ARM Processors 34 3.4.5 Smart Phone and Cloud Computing 35 Chapter 4 MEDIATEK MERGERS AND ACQUISITION ANALYSIS 38 4.1 Mediatek Mergers and Acquisitions Key Milestones 38 4.2 Managerial Decision before Mergers and Acquisitions 46 Chapter 5 SYNERGY DISCUSSION for MEDIATEK MERGE MSTAR 49 5.1 Managerial Decision before Mergers and Acquisitions 49 5.1.1 Avoid Price War 49 5.1.2 TV Market Leadership & Economic of Scales 50 5.1.3 Exclude Potential Rival in Mobile Market 51 5.2 Mergers and Acquisitions Synergy Analysis-MStar 52 5.2.1 Increase market share (segment or region) 55 5.2.2 Strength technology 56 Chapter 6 CONCLUSIONS AND MANAGERIAL IMPLICATIONS 58 6.1 Research Findings and Managerial Lessons 58 6.2 MTK Global Strategy after Mergers and Acquisitions 62 6.2.1 Market Expansion Strategy 62 6.2.2 Cost Leadership & Differentiation 63 6.2.3 Global Partnership 65 6.2.4 Expanding Automotive IC and internet of Vehicles 68 Chapter 7 Reference 70 | |
| dc.language.iso | en | |
| dc.title | IC設計產業之全球策略性合併擴張及綜效分析-以聯發科技為例 | zh_TW |
| dc.title | How fabless semiconductor company create global strategic value through M&A and synergy analysis- A case study of MediaTek | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 104-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.coadvisor | 曹承礎 | |
| dc.contributor.oralexamcommittee | 盧信銘 | |
| dc.subject.keyword | 併購交易,全球化策略,聯發科技, | zh_TW |
| dc.subject.keyword | mergers and acquisitions,global strategy,Mediatek, | en |
| dc.relation.page | 73 | |
| dc.identifier.doi | 10.6342/NTU201601098 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2016-07-29 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 企業管理碩士專班 | zh_TW |
| 顯示於系所單位: | 管理學院企業管理專班(Global MBA) | |
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| ntu-105-1.pdf 未授權公開取用 | 2.54 MB | Adobe PDF |
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