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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 陳忠仁 | zh_TW |
dc.contributor.advisor | Chung-Jen Chen | en |
dc.contributor.author | 鄭傑鴻 | zh_TW |
dc.contributor.author | Chieh-Hung Cheng | en |
dc.date.accessioned | 2023-07-19T16:37:29Z | - |
dc.date.available | 2023-11-09 | - |
dc.date.copyright | 2023-07-19 | - |
dc.date.issued | 2023 | - |
dc.date.submitted | 2023-05-08 | - |
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Texas Instruments。德州儀器官網。檢自https://www.ti.com/ 47. Trendforce (2022). Global Top 10 Foundries’ Total Revenue Grew by 6% QoQ for 3Q22, but Foundry Industry’s Revenue Performance Will Enter Correction Period in 4Q22, Says TrendForce. Retrieved from https://www.trendforce.com/presscenter/news/20221208-11495.html 48. TSMC (2022). TSMC 2021 Annual Report. Retrieved from https://investor.tsmc.com/static/annualReports/2021/english/index.html 49. Wikipedia. Analog Devices. Retrieved from https://en.wikipedia.org/wiki/Analog_Devices 50. Wikipedia. Integrated Circuit Design. Retrieved from https://en.wikipedia.org/wiki/Integrated_circuit_design 51. Wikipedia. NXP Semiconductors. Retrieved from https://en.wikipedia.org/wiki/NXP_Semiconductors 52. Wikipedia. Texas Instruments. Retrieved from https://en.wikipedia.org/wiki/Texas_Instruments 53. Wikipedia. TFT-LCD. https://en.wikipedia.org/wiki/TFT_LCD 54. WSTS (2021). WSTS Product Classification. Retrieved from https://www.semiconductors.org/wp-content/uploads/2021/02/Product_Classification_2021.pdf 55. WSTS (2022). Blue Book. 56. 工研院 (2022)。半導體用矽晶圓材料發展概況。檢自https://www.moea.gov.tw/MNS/doit/industrytech/IndustryTech.aspx?menu_id=13545&it_id=436 57. 工研院(2008)。台灣類比IC產業現況與展望。 58. 工研院(2016)。類比IC現況與發展。檢自https://youtu.be/670uXvRFHIg 59. 工研院。IEK產業情報網。檢自https://ieknet.iek.org.tw/ 60. 太田泰彥 (2022)。半導體地緣政治學。 61. 周達儒 (2021)。 大敵當前的半導體整合元件製造商經營發展策略─ 以 Intel 為例。 62. 邱弘志 (2012)。 臺灣類比 IC 設計業結構分析與競爭策略之研究。 63. 邱育智 (2017)。半導體產業垂直整合與垂直分工營運模式競爭分析。 64. 金仲達 (2012)。嵌入式系統概論課程。檢自國立清華大學開放式課程https://ocw.nthu.edu.tw/ocw/index.php?page=course&cid=85 65. 洪麗娜 (2016)。 探索台灣微控制器產業開發策略。 66. 翁佳祥 (2009)。類比IC設計公司的國家競爭優勢之研究:以美國、台灣、中國為例。 67. 產業鏈價值資訊平台 (2022)。半導體產業鏈簡介。檢自https://ic.tpex.org.tw/introduce.php?ic=D000 68. 陳忠仁 (2020)。策略管理:競爭優勢與經營發展。 69. 黃炳凱 (2012)。台灣類比IC公司面對IDM挑戰之對應策略,以立錡科技為例。 70. 戴振遠 (2010)。台灣類比IC設計產業分析。 71. 謝志誠。半導體製造概論。檢自http://www.taiwan921.lib.ntu.edu.tw/mypdf/mf23.pdf | - |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/87810 | - |
dc.description.abstract | 隨著國內外經濟與政治角力愈發激烈,半導體蔚然成為各國不可或缺之戰略性資源,其中又以中美二國間之對抗最受矚目。而在COVID-19疫情之推波助瀾下,龐大需求起伏亦使半導體產業震盪,造成之晶片短缺再次使半導體產業的重要性備受關注。根據世界半導體統計組織於2021年發布之數據,類比積體電路占整體半導體產業總值之13.3%,為現實類比訊號與數位邏輯訊號交流之橋梁,廣泛見於各式終端市場之多種應用。作為電子元件中不可或缺之元件,類比積體電路包含訊號處理、訊號轉換、電源管理、介面、以及針對各終端市場之特殊應用積體電路;而由於其無可替代性,在疫情與政治角力之雙重影響下,產業內情勢變得更加多變。如何分析產業之內外部環境,找出執掌其中之關鍵因子,進而設計出最適之經營發展策略,為各家廠商為保持競爭力所需著重之要項。
本研究將以個案研究之方法,分析美國半導體整合元件製造商德州儀器。作為類比積體電路廠商之巨頭,德州儀器之市占率在2021年來到史無前例的19.0%,遠超其同業競爭者,並積極擴大其影響力。本文將探討該公司所處之類比積體電路與嵌入式處理市場,其產業趨勢與競爭者樣貌,並以五力分析等技巧歸納出產業中的關鍵因子;再者,針對德州儀器本身,觀察其經營與財務狀況、商業模式與事業組合、公司與事業層級策略方向,並提出對應之經營發展策略建議。 就結論而言,本研究認為德州儀器之競爭優勢與其高度垂直整合之模式相關,使其產品同時具備差異化與成本領導之雙重優勢:一方面藉由產品本身之性能與品質,外加長期承諾、供應穩定、一站式體驗、技術支援等額外價值主張取得差異化優勢;另一方面優化其成本結構以獲取成本領導優勢。事業組合中,德州儀器之類比電源為明星事業,類比訊號鏈為金牛事業,此兩者應著重於維持並強化其霸主地位;嵌入式處理則位處問號事業,應針對有潛力的市場進行鑽研,拉近與對手差距,以爭搶市占為主要目標。未來在競爭日益激烈的市場中,德州儀器應在擴展自有產能與直接銷售的策略中,持續審視市場需求及未來趨勢,同時加強產品本身與其外的附加價值,以超越競爭對手的速度拓展其影響力。 | zh_TW |
dc.description.abstract | As the economic and political competition among nations intensifies, semiconductors have become indispensable strategic resources for all countries, which is especially true for the United States and China. Moreover, influenced by the COVID-19 pandemic and the immense fluctuation in demand, the significance of the semiconductor industry is manifested through several events such as the chip shortage and the CHIPS/FABS acts.
According to World Semiconductor Trade Statistics, 13.3% of the total semiconductor belongs to the Analog Integrated Circuit market. Analog Integrated Circuits are the bridge between real-world analog signal and digital ones. They are indispensable owing to their unique functions in signal conversion, signal conditioning, power management, interface, as well as application specific ones for specific product end markets. However, under the dual impacts from the pandemic and the competition in politics, the situation in analog circuit market has become even more complex; therefore, it is important for the high-tech companies to strengthen its competitive advantage through the analysis of the internal and external environments in order to identify key factors in this industry, and design the optimized management strategies accordingly for operation and development. In this paper, case-study approach will be adopted to analyze Texas Instrument Incorporated (TI). As a significant U.S. corporation and the leader in analog integrated circuits market, TI captured a history-high market share of 19.0% in the Analog IC Market in 2021, far surpassing its peers in the competition landscape. It is worth doing in-depth study to understand why TI was able to aggressively increase its influence throughout the years; thus, this study will overview the analog and embedded processing market, understand its trends and competitions, and utilize Porter’s five forces analysis to obtain the key factors in such field. Additionally, for TI itself, it is crucial to observe its operation and financial status, business model, product mix, as well as the strategies in the corporate level and business level. In conclusion, the competitive advantage of TI lies in its highly vertical integrated business model, making the products of TI possess dual advantage: first, its differentiation based on the quality and performance of the products, accompanied by additional value propositions such as longevity, timeliness, product mix diversity, technical support, etc., and secondly, its superior cost leadership based on better cost structures. In TI’s business portfolio, Analog Power Products (APP) is the star for TI, while Analog Signal Chain (ASC) can be considered the cash cow. TI should maintain and further strengthen its leadership in the two businesses. Embedded Processing (EP), however, is the question mark for TI. It should prioritize on the potential segments to keep up with the maker leaders and capture more market shares to increase its influence. In the coming years, competition is likely to be even more intensive in these markets. As TI continuously expand the self-owned capacity and increase the ratio of direct sales customers, it’s crucial to keep an eye on the demands and latest trends in each product end market to dynamically make adjustments, keep investing in leading technologies to maintain its technical leadership, provide better extra value propositions outside of the product, such that TI will be able to grow faster than the market. | en |
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dc.description.provenance | Made available in DSpace on 2023-07-19T16:37:29Z (GMT). No. of bitstreams: 0 | en |
dc.description.tableofcontents | 口試委員會審定書 I
序言與謝詞 II 中文摘要 III Abstract IV 目錄 VI 圖目錄 X 表目錄 XII 第一章 緒論 1 1.1 研究動機 1 1.2 研究問題與目的 2 1.3 研究方法及限制 2 1.4 研究流程 3 第二章 文獻探討 4 2.1 管理觀念與架構模型 4 2-1-1 五力分析 4 2-1-2 企業資源與能力 6 2-1-3 策略活動系統 7 2-1-4 事業組合分析:BCG矩陣 8 2-1-5 成長策略 10 2-1-6 競爭策略 11 2.2 類比與嵌入式處理產業經營發展策略相關文獻 14 第三章 產業分析 16 3.1 半導體產業 18 3-1-1 產業範疇 18 3-1-2 產業概況 20 3-1-3 積體電路產業鏈概覽 21 3-1-4 積體電路產業鏈趨勢 24 3.2 類比與嵌入式處理市場 26 3-2-1 類比IC產業 26 3-2-2 嵌入式處理市場 40 3-2-3 終端市場趨勢 48 3.3 產業競爭者分析 54 3-3-1 Analog Devices Inc 54 3-3-2 NXP Semiconductor 61 3.4 五力分析與產業關鍵因素 69 3-4-1 類比IC市場五力分析 69 3-4-2 嵌入式處理市場五力分析 75 3-4-3 產業關鍵因素探討 79 第四章 個案公司分析 81 4.1 德州儀器介紹 81 4-1-1 簡史與大事記 81 4-1-2 企業歷年營收與獲利狀況 83 4-1-3 財務狀況分析 84 4-1-4 主要市場分布及其營收狀況 88 4-1-5 組織架構 93 4.2 核心資源能力與公司層級策略分析 94 4-2-1 核心資源 94 4-2-2 競爭優勢與核心能力 100 4-2-3 資源能力與產業關鍵因素之匹配 103 4-2-4 公司層級策略活動系統 106 4.3 事業組合分析 108 4-3-1 明星事業 109 4-3-2 金牛事業 109 4-3-3 問號事業 110 4-3-4 落水狗事業 111 4-3-5 事業體間關聯性分析 111 4.4 成長策略與做法 112 4-4-1 征途之始 112 4-4-2 劍走偏鋒 112 4-4-3 鳳凰涅槃 115 4-4-4 本業成長:專注類比與嵌入式處理 116 4-4-5 未來成長策略及意義 117 4.5 事業策略與做法 119 4-5-1 類比電源 119 4-5-2 類比訊號鏈 120 4-5-3 數位光處理 122 4-5-4 嵌入式處理 122 第五章 結論 125 5.1 研究結論 125 5.2 研究建議 127 5-2-1 公司層級 127 5-2-2 事業層級 128 5.3 研究限制與未來研究方向 128 第六章 參考資料 130 | - |
dc.language.iso | zh_TW | - |
dc.title | 半導體整合元件製造廠之經營與發展策略分析:以德州儀器為例 | zh_TW |
dc.title | The Corporate Strategy Analysis of an Integrated Design Manufacturer: A Case Study of Texas Instruments | en |
dc.type | Thesis | - |
dc.date.schoolyear | 111-2 | - |
dc.description.degree | 碩士 | - |
dc.contributor.coadvisor | 陳玠甫 | zh_TW |
dc.contributor.coadvisor | Jei-Fuu Chen | en |
dc.contributor.oralexamcommittee | 林俊裕;陳彥君 | zh_TW |
dc.contributor.oralexamcommittee | Jun-You Lin;Yen-Chun Chen | en |
dc.subject.keyword | 類比積體電路,德州儀器,五力分析,競爭策略,成長策略, | zh_TW |
dc.subject.keyword | Analog Integrated Circuits,Texas Instruments,Five Forces Analysis,Competitive Strategy,Corporate Strategy, | en |
dc.relation.page | 133 | - |
dc.identifier.doi | 10.6342/NTU202300780 | - |
dc.rights.note | 同意授權(全球公開) | - |
dc.date.accepted | 2023-05-09 | - |
dc.contributor.author-college | 管理學院 | - |
dc.contributor.author-dept | 商學研究所 | - |
顯示於系所單位: | 商學研究所 |
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