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標題: | 半導體代理商新事業發展策略之研究- 以崇越集團公司(發展自有製造與品牌)為例 New Business Developing Strategy of the Semiconductor Agent- A Case Study of TOPCO Company |
作者: | 王仁壕 Jen-Hao Wang |
指導教授: | 李存修 Tsun-Siou Lee |
共同指導教授: | 張景宏 Ching-Hung Chang |
關鍵字: | 企業成長策略,商業模式,半導體通路商,關鍵成功因素,自有製造與品牌, Corporate Growth Strategy,Business Model,Semiconductor Agent,Key Success Factors,Manufacturing and Branding, |
出版年 : | 2024 |
學位: | 碩士 |
摘要: | 本論文之研究主題,主要鎖定在半導體材料通路商,進入新事業時,該如何制訂公司相對應的發展策略。本研究主要以Johnson、Christensen與Kagermann (2008)提出的商業模式四要素與Osterwalder與Pigneur(2010)提出之商業模式畫布為架構,作為理論分析的基礎,並分析半導體產業與半導體材料的市場發展狀態,藉由了解半導體市場之規模,找尋產業鏈中適合進入發展的領域,分析現行客戶遇到的痛點與問題。在此研究中,選定一家上市之半導體材料通路公司作為研究主題,針對公司之核心能力進行解析,並佐以商業模式架構,分析新事業-進入自有製造與品牌的新發展策略,探討因應新事業發展所需搭配的企業轉型策略與作法,並藉由與專家面談,了解此新事業發展之優缺點與風險,針對可能風險部分,提供相對應的改善或解決策略。於本論文中,主要的研究結論如下:
一、半導體產業受惠於高科技應用的發展,市場規模持續成長,但也因為近幾年的突發事件與整體大環境不明確,半導體通路商若隨著產業的有機成長,發展狀況受限;加上科技產業的進步造成資訊透明度增加,半導體通路商受到原廠與客戶的雙邊壓力,公司利潤受到限制,需要制定新事業發展策略維持高度成長。 二、隨著產業應用朝向多元化,先進半導體與光電封裝成為少量多樣之態勢,原廠難以進行對應,因此半導體材料通路商可藉由其多年累積的核心能力,開始進行自有製造與品牌的新事業,提供客戶客製化的解決方案,核心價值主張為「客製化解決您光、電、熱問題的材料供應商」。 三、新事業發展時,公司必須針對願景與目標進行設定,制定策略後,需搭配企業轉型來符合策略發展之一致性,包含領導、組織與文化等面向。唯有進行企業轉型,才能有效執行策略目標。 四、藉由本研究之分析與實際做法,可提供經驗給其他相關聯之半導體通路商,作為新事業發展策略的參考建議。 This research focuses on semiconductor material agents and their formulation of development strategies for entering new businesses. The study utilizes Johnson, Christensen and Kagermann's (2008) theoretical framework and Osterwalder and Pigneur's (2010) Business Model Canvas. Market analysis in the semiconductor industry and materials is conducted, understanding market scale and identifying suitable entry points within the industry chain. The study analyzes customer pain points and challenges, aiming for a comprehensive landscape understanding. A publicly listed semiconductor material agent is the research subject, with a focus on core competency analysis. Using a business model framework, the study explores new business development strategies, particularly in manufacturing and self-branding. It delves into necessary corporate transformation strategies. Expert interviews are conducted to understand advantages, disadvantages, and risks associated with new business development, proposing corresponding improvement strategies. Research Conclusions: 1. Despite recent growth in the semiconductor industry from high-tech applications, challenges arise from unforeseen events and economic uncertainties. Semiconductor agents face constraints in growth aligned with the industry. Increased information transparency due to technological advancements subjects agents to pressures from vendors and customers, limiting corporates’ profits. Therefore, new business development strategies are imperative. 2. Industrial applications' diversification leads to low-quantity, high-variety scenarios in advanced semiconductors. Semiconductor materials agents can leverage core competencies for new business in manufacturing and self-branding, offering customized solutions. The proposed core value is "A materials supplier customizing solutions for your optical, electrical, and thermal challenges." 3. In new business development, aligning vision, objectives, and targets is crucial. Complementing strategies with corporate transformation ensures consistency. Transformation covers leadership, organization, and corporate culture. Only through comprehensive corporate transformation can a company effectively execute strategic objectives. 4. Insights from the analysis and practical approaches offer valuable lessons to other semiconductor agents. This serves as a reference for developing new business strategies within the industry. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/92442 |
DOI: | 10.6342/NTU202400156 |
全文授權: | 同意授權(限校園內公開) |
顯示於系所單位: | 財務金融組 |
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