企業成長策略規劃：—以A公司為例

Abstract

印刷電路板包含多層板、HDI、軟板和 IC載板等四個主要類別產品。廠商家數眾多，全球前十大廠商為美、歐、台、日、韓業者，近年大陸業者逐漸成長，仰賴著龐大而深厚的本土市場支撐，有七家進入全球前 40大排名。 2014 年起軟板的暴發式成長，全球排名大洗牌，前十陸續擠進了多個以軟板為主業的廠商；智慧手機使用為主的HDI，在近年技術逐漸成熟後，競爭型態為之丕變；低階而量大的多層板，則興起了汽車電子的熱烈議題；高階的IC封裝載板在CPU封裝隨著PC成長衰退後，由智慧手機的AP封裝需求接手，近來產業又將迎來數據時代伺服器與記憶體的成長需求。 終端應用帶來產業劇烈變化之際，業者都在審慎思考企業的下一步。A公司產品涵蓋電路板四大區塊，但以高階的HDI與IC載板為主，產值與技術在業界排名全球前沿。A公司面臨了後續包括事業與企業層級策略方向上的多重議題。 本研究以A公司發展企業成長策略的案例，來驗證、掌握一些策略理論、模型的實際操作要領。並且建立了一些營運實務應用上的策略流程與整合架構。 研究中運用與結合BCG Matrix、SWOT與PLC理論在多事業的企業成長策略方向與事業佈局的擬定上。並將國家競爭優勢理論中主要與輔助因素加入對大陸IC產業分析之中。策略展開過程，則應用五力分析、資源基礎觀點、基本策略、策略群組分析的架構或是觀念在策略定位與佈局上。其中合作策略的對象選擇，則以價值網互補者的觀念為主軸。 最終，本研究提出幾項架構、流程與建議： 一、多產品事業的企業成長策略規劃的整合架構步驟 二、合作策略規劃流程 三、策略合作組織的管理與維持原則 四、產業競爭分析的實際操作要領的調整 五、產業競爭分析應用"國家競爭優勢理論"後的結構與內容修正

PCB includes four main categories of products: multilayer boards, HDI, FPC, and IC carrier. A large number of manufacturors operating in this industry, and the world's top ten within, are the provider from US, Europe, Taiwan, Japan, and Korea. In recent years, the Mainland industry has gradually grown, relying on her large and deep local market support, seven of them into the world's top 40 rankings. Since 2014, the outbreak of FPC growth, the global ranking was heavily shuffled, the first ten have been squeezed into a number of vendors focused on FPC manufacturing; HDI, after the technology gradually mature, the competitive situation changed in these years; In multilayer board segment, a hot issue of automotive electronics is rising ; IC carrier, industry will usher in the server and memory growth needs. As end applications bring about dramatic changes in the industry, vendors are thinking carefully about the next step in the business. "A" company's products cover the four main segments of PCB, output value and technology in the industry ranked the forefront of the world. Company "A", now, faces multiple issues in the direction of subsequent strategies. This research takes the corporate growth strategy developing case of "A" company, for verifying and mastering some strategy theory, finding the practical Operation Essentials of the models, and establishing the strategic flow and integration architecture of some operational practice applications. In the research, the applications and combination of BCG Matrix, SWOT and PLC theory (Vernon, 1966) are applied in the developing process of multi-business corporate growth strategies and business layout. The six main and auxiliary factors in Porter's theory of "The Competitive Advantage of Nations" (1990) are added to the analysis of Mainland IC industry, which also affects the direction of its corresponding strategies. In strategy developing, the five Forces analysis (Porter, 1980), resource-based viewpoint (Wernerfelt, 1984), Porter's generic strategies, Strategy Group analysis (Harrigan, 1985) are applied to the strategic positioning and layout. Among them, the object selection of strategic alliance is based on the concept of complementors of Value Net theory (Brandenburger, 1996). In conclusion, this research raises some suggestions on following architectures or processes: 1.Architecture of integrative growth strategy planning for a multi-business corporate. 2.Cooperation strategy planning process. 3.Principles for the management and maintenance of strategic alliance. 4.Adjustment of the practical Operation Essentials of industrial competition analysis. 5.Structure and content revise after applying the theory of " Competitive Advantage of Nations" in industrial competition analysis.