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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 李存修 | zh_TW |
dc.contributor.advisor | Tsun-Siou Lee | en |
dc.contributor.author | 王仁壕 | zh_TW |
dc.contributor.author | Jen-Hao Wang | en |
dc.date.accessioned | 2024-03-22T16:31:36Z | - |
dc.date.available | 2024-03-23 | - |
dc.date.copyright | 2024-03-22 | - |
dc.date.issued | 2024 | - |
dc.date.submitted | 2024-01-23 | - |
dc.identifier.citation | 一、中文文獻
1. 朱文儀,陳建男 譯 (2020),策略管理第十三版。華泰文化。 2. 李吉仁 (2019),驅動轉型成為轉機。哈佛商業評論,29-37。 3. 李文嘉 (2022),華立公司研究報告。宏遠投顧。 4. 李吉仁 (2023),轉型成長策略專題講義。國立臺灣大學企業管理碩士專班課程。。 5. 林志豪 (2021),半導體通路商新事業發展策略之研究–以A公司為例。國立臺灣大學企業管理碩士專班碩士論文。 6. 袁方、林萬億 (2002),社會研究方法。五南圖書出版股份有限公司。 7. 陳李綢 (2005),個案研究-理論與實務。心理出版社股份有限公司。 8. 陳靖函 (2022),2022 年全球半導體材料市場趨勢。工研院產業科技國際策略發展所。 9. 陳靖函 (2023),2022年全球半導體構裝材料發展趨勢之回顧與展望。工研院產業科技國際策略發展所。 10. 夏德殷 (2014),半導體晶圓企業在相關多角化經營的策略分析–以台灣積體電路公司為例。國立臺灣大學企業管理碩士專班碩士論文 11. 許勝凱、吳春光、劉慶瑞(2014),台灣半導體通路商之經營績效分析。數據分析,9(3),23-62。 12. 崇越科技 (2023),第二季法說會簡報 13. 彭茂榮 (2022) 2022年台灣半導體產業發展趨勢。工研院產業科技國際策略發展所。 14. 華立企業 (2023),第二季法說會簡報 15. 黃慧修 (2023),2022年全球半導體製造產業發展回顧與2023年展望。工研院產業科技國際策略發展所。 二、英文文獻 1. Alt, R. , and Zimmermann, H.-D. (2001). Preface: Introduction to special section. Business Models, Electronic Markets, Vol. 11, No. 1, 1-7 2. Amberg, M. , and Schrder, M. (2007). E-business models and consumer expectations for digital audio distribution. Journal of Enterprise Information Management, Vol. 20, No. 3, 291-303. 3. Ansoff, H.I. (1957). Diversification Strategy. Harvard Business Review, 35(5), 113-124. 4. Ansoff (2009). New Company Strategy. Southwestern University of Finance and Economics Press. 5. Berry, C.H. (1971). Corporate Growth and Diversification. The Journal of Law and Economics, 14, 371-383. 6. Bellman, R. , Clark, C.E. , Malcolm, D.G. , Craft, C.J. , and Ricciardi, F.M. (1957). On the construction of a multi-stage, multi-person business game. Operations Research, Vol. 5, No. 4, 469-503. 7. Bigliardi, B. , Nosella, A. , and Verbano, C. (2005). Business models in Italian biotechnology industry: A quantitative analysis. Technovation, Vol. 25, No. 11, 1299-1306. 8. Chandler, A.D. (1962). Strategy and Structure: Chapters in the History of American Enterprise. MIT Press, Boston. 9. Child, J. (1972). Organizational structure, environment and performance: The role of strategic choice. Sociology, Vol. 6, 1-22. 10. Fenigstein, T. (2003). Issues arising in the valuation of hi-tech companies. PricewaterhouseCoopers LLP, London. 11. Gort, M. (1962). Diversification and Integration in American. Princeton University Press, Princeton, New Jersey 12. Jensen, M.C. (1986). Agency Costs of Free Cash Flow, Corporate Finance, and Takeovers. The American Economic Review, 76, 323-329. 13. Johnson, M. W., Christensen, C. M., and Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, Vol. 86, No.12, 57-68. 14. Lawton, T.C. , and Solomko, S. (2005). When being the lowest cost is not enough: Building a successful low-fare airline business model in Asia. Journal of Air Transport Management, Vol. 11, No. 6, 355-362. 15. Mahadevan, B. (2000). Business models for internet-based e-commerce: Anatomy. California Management Review, Vol. 42, No. 4, 55-69. 16. Manafy, M. (2006). Time for a business-model remix? Music distribution in the wake of the Sony BMG DRM debacle. EContent-Digital Content Strategies and Resources, Vol. 29, No. 1, 8-10. 17. Montgomery, C.A. (1994). Corporate Diversification. Journal of Economic Perspectives, 8, 163-178. 18. Osterwalder, A. , and Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. John Wiley & Sons, Hoboken, New Jersey. 19. Penrose, E.T. (1959). The Theory of the Growth of the Firm. John Wiley & Sons, New York. 20. Penrose, E.T. (1995). The Theory of the Growth of the Firm. Oxford University Press, Oxford. 21. Porter, M.E. (2001). Strategy and the Internet. Harvard Business Review, Vol. 79, No. 3, 62-78. 22. Rappa, M.A. (2004). The utility business model and the future of computing services. IBM Systems Journal, Vol. 43, No. 1, 32-42. 23. Richardson, J. (2008). The business model: An integrative framework for strategy execution. Strategic Change, Vol. 17, No. 56, 133-144. 24. Rumelt, R.P. (1974). Strategy, Structure and Economic Performance. Harvard University, Boston. 25. Scott, J.T. (1993). Purposive Diversification and Economic Performance. Cambridge Books, No. 3, 342-345. 26. Stewart, D.W. , and Zhao, Q. (2000). Internet marketing, business models, and public policy. Journal of Public Policy and Marketing, Vol. 19, No. 2, 287-296. 27. Teece, D. J. (2010). Business Models, Business. Strategy and Innovation. Long Range Planning. Vol. 43. No. 2-3,172-194. 28. Timmers, P. (1998). Business models for electronic markets. Electronic Markets, Vol. 8, No. 2, 3-8. 29. Wrigley, L. (1970). Divisional Autonomy and Diversification. Unpublished Doctoral Dissertation, Harvard Business School, Boston. 30. Zhou, Q., Xie, S.-L. and Liu, F. (2014). Organizational Structure and Firm Performance of Diversified Firms—Based on Research in Sichuan and Chongqing. Journal of Chongqing Jiaotong University (Social Science Edition), No. 5, 51-54 三、網站資料 1. 工業技術與資訊月刊-波瀾壯闊的台灣半導體產業 (319期2018年06月號) https://www.itri.org.tw/ListStyle.aspx?DisplayStyle=18_content&SiteID=1&MmmID=1036452026061075714&MGID=1001255510677326221 2. 今年台灣半導體產值罕見同步與全球陷入衰退趨勢 (2023年2月) https://iknow.stpi.narl.org.tw/post/Read.aspx?PostID=19581 3. 半導體材料市場去年全球營收創新高 台灣居冠 (2023年6月) https://money.udn.com/money/story/5612/7234845 4. 台灣工業文化資產網-半導體業發展史 https://iht.nstm.gov.tw/form/index-1.asp?m=2&m1=3&m2=75&gp=21&id=2 5. 話說天下大勢(2):台灣半導體產業的三本柱 (2023年4月) https://www.digitimes.com.tw/col/article.asp?id=10255 6. 日本半導體設備和材料為何那麼強? (2021年12月) https://blog.wongcw.com/2021/12/18/%E6%97%A5%E6%9C%AC%E5%8D%8A%E5%B0%8E%E9%AB%94%E8%A8%AD%E5%82%99%E5%92%8C%E6%9D%90%E6%96%99%E7%82%BA%E4%BD%95%E9%82%A3%E9%BA%BC%E5%BC%B7%EF%BC%9F/ 7. 日本半導體的隱形冠軍(2023年6月) https://www.usmart.hk/en/news-detail/6813033233513578863 8. 2022半導體產業排名(2023年7月) https://www.sipo.org.tw/industry-overview/industry-ranking/semiconductor-industry-ranking.html 9. The Global Innovation 1000 study https://www.strategyand.pwc.com/gx/en/insights/innovation1000.html | - |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/92442 | - |
dc.description.abstract | 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。 | zh_TW |
dc.description.abstract | 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. | en |
dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2024-03-22T16:31:36Z No. of bitstreams: 0 | en |
dc.description.provenance | Made available in DSpace on 2024-03-22T16:31:36Z (GMT). No. of bitstreams: 0 | en |
dc.description.tableofcontents | 口試委員會審定書 ii
誌 謝 iii 中文摘要 iv THESIS ABSTRACT v 目次 vii 圖次 ix 表次 xi 第一章 緒 論 1 第一節、研究背景 1 第二節、研究動機 3 第三節、研究目的 7 第四節、研究流程與論文架構 7 第二章 文獻探討 9 第一節、企業多角化策略概念、動機與分類探討 9 第二節、企業商業模式探討 12 第三節、企業轉型策略探討 16 第三章 產業分析 19 第一節、全球半導體市場概況 19 第二節、全球半導體材料概況 23 第三節、台灣半導體產業概況 27 第四節、台灣半導體材料通路商概況 30 第五節、半導體材料通路發展自有製造的可行性分析 35 第四章 個案研究分析與討論 38 第一節、個案研究方法 38 第二節、個案公司介紹 40 第三節、個案公司發展自有製造的商業模式分析 52 第四節、個案公司發展自有製造之轉型策略與做法 66 第五節、專家訪談 79 第六節、個案公司發展自有製造之風險與對策 84 第七節、小結 88 第五章 研究結論與建議 90 第一節、研究結論 90 第二節、研究建議 93 參考文獻 95 一、中文文獻 95 二、英文文獻 96 三、網站資料 98 | - |
dc.language.iso | zh_TW | - |
dc.title | 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 | zh_TW |
dc.title | New Business Developing Strategy of the Semiconductor Agent- A Case Study of TOPCO Company | en |
dc.type | Thesis | - |
dc.date.schoolyear | 112-1 | - |
dc.description.degree | 碩士 | - |
dc.contributor.coadvisor | 張景宏 | zh_TW |
dc.contributor.coadvisor | Ching-Hung Chang | en |
dc.contributor.oralexamcommittee | 陳彥行;陳俊忠 | zh_TW |
dc.contributor.oralexamcommittee | Yan-Shing Chen;Chun-Chung Chen | en |
dc.subject.keyword | 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, | zh_TW |
dc.subject.keyword | Corporate Growth Strategy,Business Model,Semiconductor Agent,Key Success Factors,Manufacturing and Branding, | en |
dc.relation.page | 98 | - |
dc.identifier.doi | 10.6342/NTU202400156 | - |
dc.rights.note | 同意授權(限校園內公開) | - |
dc.date.accepted | 2024-01-25 | - |
dc.contributor.author-college | 管理學院 | - |
dc.contributor.author-dept | 碩士在職專班財務金融組 | - |
顯示於系所單位: | 財務金融組 |
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