企業合併後的品牌行銷策略：（新）杜邦半導體材料事業之分析

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。 2017年，杜邦公司與陶氏化學公司合併為陶氏杜邦（DowDuPont），目的是最終分拆為三家獨立的上市公司：Corteva AgroSciences專注於農業；陶氏專注於傳統化學之材料科學；其個案公司為杜邦專注於特用化學品。當初陶氏化學希望進入半導體產業成為半導體材料供應商，因此於2009年併購羅門哈斯電子材料；杜邦化學於90年代起積極發展電子事業部門，從印刷電路板開始，接著跨入微電子材料及半導體材料、製程及設備等相關產業。雖然兩間公司的業務重疊不高，由於半導體材料市場的競爭強度很高，其主要策略是透過垂直與水平整合來增加競爭能力，亦可藉由整合彼此研發資源來強化市場優勢。本論文以此合併案為例，探討（新）杜邦半導體材料供應商在合併分拆後，其綜效及既有品牌價值下延續的B2B品牌行銷優勢與競爭策略，是否能藉由合併提升在不同電子材料市場區塊的品牌效應與價值。 關鍵字：半導體產業、陶氏化學、杜邦化學、合併與併購、電子材料

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