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題名 半導體矽晶圓供應商之競爭策略與優勢–以S公司為例
作者 張智勛
Chang, Chih-Hsun
貢獻者 陳建維
張智勛
Chang, Chih-Hsun
關鍵詞 半導體矽晶圓業
併購
大中華區域的競爭
行銷策略
Semiconductor silicon industry
Mergers and acquisitions
Competition in Greater China
Marketing strategy
日期 2018
上傳時間 9-Nov-2018 15:45:36 (UTC+8)
摘要 半導體矽晶圓產業是規模偏中大型的公司為主，其新產品研發技術大都具備有國際專利和較高研發投資比重的特性。其實歐美的內需市場較小，導致半導體矽晶圓企業必需積極去擴展海外的市場，尤其是亞太的區域。
半導體產業從開始發展，歷經了萌芽期、技術引進期、技術自立與擴散期至今，已成功地發展成為產業結構完整，且是垂直專業分工體系。半導體矽晶圓企業擁有核心技術，同時具備全球化的採購與銷售，並且享有規模經濟帶來的成本優勢。目前全球半導體產業的主要發展特徵是大型化與專業化，而自上世紀末開始，半導體企業掀起大規模的併購風潮。
目前半導體矽晶圓企業對外開拓國際市場面臨兩項重大環境變因：大中華區域的半導體產業快速變化與矽晶圓市場的競爭環境。本研究在綜合探討S公司如何建立其行銷業務競爭優勢，並透過剖析S公司的成長與發展軌跡，探究是如何建立行銷策略優勢，以尋求長期營運發展的機會，期望能提供其它相似的半導體矽晶圓業者在開拓市場行銷策略的參考。
The semiconductor silicon industry mainly comprises middle- or large-sized companies characterized by new product development through technology with international patents. The industry is also noted for higher R & D investment ratio. Diminishing domestic demands in both European and American markets trigger semiconductor silicon companies to aggressively expand their overseas markets, especially in the Asia-Pacific region.
The evolution of the semiconductor silicon industry has gone through four phases: the infancy, technology introduction, technological independence and expansion. This industry has successfully turned itself developed into a complete industrial structure and vertical specialization system. Semiconductor silicon companies possess core technology, execute global procurement and sales, and enjoy the cost advantages derived from the economies of scale. Existing companies in the industry are all large-scale and specialized, and they have engaged in a large-scale merger and acquisition trend since the end of last century.
Currently, semiconductor silicon companies face two salient environmental factors when exploring international market: the rapid changes of the semiconductor industry and the competitive environment of the silicon market in Greater China. This study is a comprehensive analysis of how Company S should establish its competitive advantage. It explores its growth and development trajectory and the way it seeks long-term business development opportunities and establishes strategic advantages through marketing activities. Hopefully, the findings of the research can provide other companies with benchmark for developing competitive and marketing strategies.
參考文獻 中文文獻
1. 麥可·波特Michael E. Porter（1998），競爭策略（Competitive Strategy）（周旭華譯），台北：天下文化出版。
2. 麥可·波特Michael E. Porter（2009），競爭論（On Competition）（李明軒、高登第譯），台北：天下文化出版。
3. 梭羅Lester C. Thurow（1992），世紀之爭（Head to Head）（賴淑馨譯），台北：天下文化出版。
4. 梭羅Lester C. Thurow（1998），資本主義的未來（The Future of Capitalism）（李華夏譯），台北：立緒出版。
5. 司徒達賢（1995），「策略管理」，台北，遠流出版社。
6. 司徒達賢（2001），「策略管理新論-觀念架構與分析方法」。台北，智勝文化事業有限公司。
7. 司徒達賢（2003），「策略管理案例解析-觀念與實例」。台北，智勝文化事業有限公司。
8. 吳思華（1996），「策略九說：策略思考本質」，台北，麥田出版社。
9. 吳思華（1998），產業政策與企業策略-台灣地區產業發展，台北中國經濟企業研究所叢書。
10. 吳思華（1998年4月），產業政策與企業策略－台灣地區產業發展歷程，台北：台灣經濟研究院。
11. 吳榮義（2003），「台灣產業科技創新之國際競爭力」，2003產業科技創新：關鍵年代的科技政策與挑戰，A1~3頁，台北。
12. 沈建法（2005），「競爭力排名科技是關鍵」，明報專訊，A1~3頁。

英文文獻
1. Bain, J. S., 1951. Relation of Profit Rate to Industry Concentration: American Manufacturing, 1936– 1940, The Quarterly Journal of Economics, 65(3), 293-324.
2. Bain, J. S., 1956. Barriers to New Competition. Harvard University Press, Cambridge, MA.
3. Barney, J., 1991. Firm Resources and Sustained Competitive Advantage, Journal of Management, 17(1), 99-120.
4. Bourgeois, L. J., 1981. On the measurement of organizational slack. Academy of Management review, 6(1), 29-39.
5. Caves, R. E., 1972. American Industry: Structure, Conduct, Performance (3rd ed.), Englewood Cliffs, N.J.: Prentice-Hall.
6. Caves, R. E. and Porter, M. E., 1977. From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition, The Quarterly Journal of Economics, 91(2), 241-261.
7. Chatterjee, S. and Wernerfelt, B., 1988. Related or Unrelated Diversification: A Resource Based Approach, Paper presented at the Academy of Management Proceedings.
8. Chiang L.T., 1993. From Industry Targeting to Technology Targeting: A Policy Paradigm Shift in the 1980s, Technology in Society, 15:341-357.
9. Cool, K. and Schendel, D., 1988. Performance Differences among Strategic Group Members, Strategic Management Journal, 9(3), 207-223.
10. Day, G. S., 1984. Strategic Market Planning: The Pursuit of Competitive Advantage, West Group.
11. Desarbo, W. S., and Grewal, R., 2008. Hybrid Strategic Groups, Strategic Management Journal, 29(3), 293-317.
12. Fiegenbaum, A. and Thomas, H., 1990. Strategic Groups and Performance: The US Insurance Industry, 1970–84, Strategic Management Journal, 11(3), 197-215.
13. Galbraith, C. and Schendel, D., 1983. An Empirical Analysis of Strategy Types, Strategic Management Journal, 4(2), 153-173.
14. Greve, H. R., 2003. A Behavioral Theory of R&D Expenditures and Innovations: Evidence from Shipbuilding, Academy of Management Journal, 46(6), 685-702.
15. Hatten, K. J. and Hatten, M. L., 1987. Strategic Groups, Asymmetrical Mobility Barriers and Contestability, Strategic Management Journal, 8(4), 329-342.
16. Hatten, K. J. and Schendel, D. E., 1977. Heterogeneity within an Industry: Firm Conduct in the U.S. Brewing Industry, 1952-71, The Journal of Industrial Economics, 26(2), 97-113.
17. Hofer, Charles W., and Dan Schendel., 1978. Strategy Formulation: Analytical Concepts, West Publishing, St Paul, MN.
18. Hoskisson, R. E. and Hitt, M. A., 1990. Antecedents and Performance Outcomes of Diversification: A Review and Critique of Theoretical Perspectives, Journal of Management, 16(2), 461-509.
19. Hussinger, K. 2010. On the importance of technological relatedness: SMEs versus large acquisition targets. Technovation, 30 (1): 57-64.
20. Komiya, Ryutaro, Masahiro Okuno, and Kotaro Suzumura., 1988. Industrial Policy of Japan, Academic Press, Inc., San Diego, California, 183-204.
21. Kotler, P., 1976. Marketing Management: Analysis, Planning and Control (3 ed.): New York: Prentice-Hall.
22. Kraatz, M. S. and Zajac, E. J., 2001. How Organizational Resources Affect Strategic Change and Performance in Turbulent Environments: Theory and Evidence, Organization Science, 12, 632-657.
23. Lahti, A., 1983. Strategy and Performance of a Firm: An Empirical Investigation in the Knitwear Industry in Finland in 1969-1981, Helsinki: Helsinki School of Economics.
24. Leask, G. and Parnell, J. A., 2005. Integrating Strategic Groups and the Resource Based Perspective: Understanding the Competitive Process, European Management Journal, 23(4), 458-470.
25. Miller, D., 1986. Configurations of Strategy and Structure: Towards a Synthesis, Strategic Management Journal, 7(3), 233-249.
26. Narula, R., 1993. Technology, International Business and Porter’s Diamond: Synthesizing a Dynamic Competitive Development Model,” Management International Review, 33, 85-107.
27. Okimoto, D.I., 1998. Between MITI and the market: Japanese Industrial policy For High Technology. Stanford University Press.
28. Olusoga, S. A., Mokwa, M. P. and Noble, C. H., 1995. Strategic Groups, Mobility Barriers, and Competitive Advantage: An Empirical Investigation, Journal of Business Research, 33(2), 153-164.
29. Penrose, E., 1959. The Theory of the Growth of the Firm, London: Basil Blacewell.
30. Porter, M. E., 1979. The Structure within Industries and Companies` Performance, The Review of Economics and Statistics, 61(2), 214-227.
31. Porter, M. E., 1979. How competitive forces shape strategy, Harvard Business Review, March/April 1979.
32. Porter, M. E., 1980. Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: Free Press.
33. Porter, M. E., 1981. The Contributions of Industrial Organization to Strategic Management, Academy of Management Review, 6(4), 609-620.
34. Porter, M. E., 1985. Competitive Advantage: Creating and Sustaining Superior Performance, NY: Free Press.
35. Porter, M. E., 1990. The Competitive Advantage of Nations, New York: Free Press.
36. Preece, S. B. 1995. Incorporating international strategic alliances into overall firm strategy: A typology of six managerial objectives. The International Executive (1986- 1998), 37 (3): 261.
37. Shimizu, K., Hitt, M. A., Vaidyanath, D., and Pisano, V. 2004. Theoretical foundations of cross-border mergers and acquisitions: A review of current research and recommendations for the future. Journal of International Management, 10 (3): 307-353.
38. Spender, J.-C., 1989. Industry recipes: The Nature and Sources of Managerial Judgement, Basil Blackwell Oxford.
39. Tan, J. and Peng, M. W., 2003. Organizational Slack and Firm Performance during Economic Transitions: Two Studies from an Emerging Economy, Strategic Management Journal, 24(13), 1249-1263.
40. Tushman, Michael, and William L. Moore., 1982. Readings in the Management of Innovation, Boston, MA: Pitman.
41. Voss, G. B., Sirdeshmukh, D. and Voss, Z. G., 2008. The Effects of Slack Resources and Environmental Threat on Product Exploration and Exploitation, Academy of Management Journal, 51(1), 147-164.
42. Weihrich, Heinz., 1982. The TOWS Matrix – A Tool for Situational Analysis, Long Range Planning, London, Apr, Vol. 15, Issue 2, pp. 54-66.
43. Wernerfelt, B., 1984. A Resource-based View of the Firm, Strategic Management Journal, 5(2), 171-180.
44. Yin, X., and Shanley, M. 2008. Industry determinants of the “merger versus alliance” decision. Academy of Management Review, 33 (2): 473-491.
網路文獻
1. 波士頓諮詢公司網站（The Boston Consulting Group），https://www.bcg.com/
2. 日本信越化學工業株式會社網站（Shin-Etsu Chemical Co Ltd），https://www.shinetsu.co.jp/
3. 日本SUMCO株式會社網站（Sumco Corporation），http://www.sumcosi.com/
4. 中美矽晶製品股份有限公司網站（Sino-American Silicon Products Inc.），http://www.saswafer.com
5. 環球晶圓股份有限公司網站（GlobalWafers Co., Ltd.），http://www.sas-globalwafers.com
6. 德商世創電子材料股份有限公司網站（Siltronic AG），http://www.siltronic.com
7. SK Siltron Inc.網站（SK Siltron Co., Ltd.），http://www.sksiltron.com/
描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
97932020
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0097932020
資料類型 thesis
dc.contributor.advisor 陳建維zh_TW
dc.contributor.author (Authors) 張智勛zh_TW
dc.contributor.author (Authors) Chang, Chih-Hsunen_US
dc.creator (作者) 張智勛zh_TW
dc.creator (作者) Chang, Chih-Hsunen_US
dc.date (日期) 2018en_US
dc.date.accessioned 9-Nov-2018 15:45:36 (UTC+8)-
dc.date.available 9-Nov-2018 15:45:36 (UTC+8)-
dc.date.issued (上傳時間) 9-Nov-2018 15:45:36 (UTC+8)-
dc.identifier (Other Identifiers) G0097932020en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/120877-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 經營管理碩士學程(EMBA)zh_TW
dc.description (描述) 97932020zh_TW
dc.description.abstract (摘要) 半導體矽晶圓產業是規模偏中大型的公司為主，其新產品研發技術大都具備有國際專利和較高研發投資比重的特性。其實歐美的內需市場較小，導致半導體矽晶圓企業必需積極去擴展海外的市場，尤其是亞太的區域。
半導體產業從開始發展，歷經了萌芽期、技術引進期、技術自立與擴散期至今，已成功地發展成為產業結構完整，且是垂直專業分工體系。半導體矽晶圓企業擁有核心技術，同時具備全球化的採購與銷售，並且享有規模經濟帶來的成本優勢。目前全球半導體產業的主要發展特徵是大型化與專業化，而自上世紀末開始，半導體企業掀起大規模的併購風潮。
目前半導體矽晶圓企業對外開拓國際市場面臨兩項重大環境變因：大中華區域的半導體產業快速變化與矽晶圓市場的競爭環境。本研究在綜合探討S公司如何建立其行銷業務競爭優勢，並透過剖析S公司的成長與發展軌跡，探究是如何建立行銷策略優勢，以尋求長期營運發展的機會，期望能提供其它相似的半導體矽晶圓業者在開拓市場行銷策略的參考。		zh_TW
dc.description.abstract (摘要) The semiconductor silicon industry mainly comprises middle- or large-sized companies characterized by new product development through technology with international patents. The industry is also noted for higher R & D investment ratio. Diminishing domestic demands in both European and American markets trigger semiconductor silicon companies to aggressively expand their overseas markets, especially in the Asia-Pacific region.
The evolution of the semiconductor silicon industry has gone through four phases: the infancy, technology introduction, technological independence and expansion. This industry has successfully turned itself developed into a complete industrial structure and vertical specialization system. Semiconductor silicon companies possess core technology, execute global procurement and sales, and enjoy the cost advantages derived from the economies of scale. Existing companies in the industry are all large-scale and specialized, and they have engaged in a large-scale merger and acquisition trend since the end of last century.
Currently, semiconductor silicon companies face two salient environmental factors when exploring international market: the rapid changes of the semiconductor industry and the competitive environment of the silicon market in Greater China. This study is a comprehensive analysis of how Company S should establish its competitive advantage. It explores its growth and development trajectory and the way it seeks long-term business development opportunities and establishes strategic advantages through marketing activities. Hopefully, the findings of the research can provide other companies with benchmark for developing competitive and marketing strategies.		en_US
dc.description.tableofcontents 論文摘要 I
ABSTRACT II
目錄 IV
表目錄 V
圖目錄 VI
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機與目的 3
第三節 研究範圍、對象和架構 5
第四節 研究流程 6
第二章 文獻探討 7
第一節 產業特性與產業競爭 7
第二節 企業集團策略與競爭策略 23
第三節 競爭優勢 41
第四節 公司資源與能耐 57
第三章 矽晶圓供應商的競爭 60
第一節 全球半導體矽晶圓的現況 60
第二節 矽晶圓供應商的併購策略 68
第三節 紅色供應鏈的崛起 75
第四章 個案介紹―分析研究S公司 86
第一節 S公司成立背景與簡介 86
第二節 產品優勢與績效管理 90
第三節 半導體矽晶圓產業分析 94
第四節 核心能力與競爭優勢分析 99
第五節 未來的發展機會與成長 111
第五章 結論與建議 124
第一節 研究結論 124
第二節 研究限制 134
第三節 產業發展建議 135
第四節 後續研究方向建議 137
參考文獻 138		zh_TW
dc.format.extent 7442762 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0097932020en_US
dc.subject (關鍵詞) 半導體矽晶圓業zh_TW
dc.subject (關鍵詞) 併購zh_TW
dc.subject (關鍵詞) 大中華區域的競爭zh_TW
dc.subject (關鍵詞) 行銷策略zh_TW
dc.subject (關鍵詞) Semiconductor silicon industryen_US
dc.subject (關鍵詞) Mergers and acquisitionsen_US
dc.subject (關鍵詞) Competition in Greater Chinaen_US
dc.subject (關鍵詞) Marketing strategyen_US
dc.title (題名) 半導體矽晶圓供應商之競爭策略與優勢–以S公司為例zh_TW
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 中文文獻
1. 麥可·波特Michael E. Porter（1998），競爭策略（Competitive Strategy）（周旭華譯），台北：天下文化出版。
2. 麥可·波特Michael E. Porter（2009），競爭論（On Competition）（李明軒、高登第譯），台北：天下文化出版。
3. 梭羅Lester C. Thurow（1992），世紀之爭（Head to Head）（賴淑馨譯），台北：天下文化出版。
4. 梭羅Lester C. Thurow（1998），資本主義的未來（The Future of Capitalism）（李華夏譯），台北：立緒出版。
5. 司徒達賢（1995），「策略管理」，台北，遠流出版社。
6. 司徒達賢（2001），「策略管理新論-觀念架構與分析方法」。台北，智勝文化事業有限公司。
7. 司徒達賢（2003），「策略管理案例解析-觀念與實例」。台北，智勝文化事業有限公司。
8. 吳思華（1996），「策略九說：策略思考本質」，台北，麥田出版社。
9. 吳思華（1998），產業政策與企業策略-台灣地區產業發展，台北中國經濟企業研究所叢書。
10. 吳思華（1998年4月），產業政策與企業策略－台灣地區產業發展歷程，台北：台灣經濟研究院。
11. 吳榮義（2003），「台灣產業科技創新之國際競爭力」，2003產業科技創新：關鍵年代的科技政策與挑戰，A1~3頁，台北。
12. 沈建法（2005），「競爭力排名科技是關鍵」，明報專訊，A1~3頁。

英文文獻
1. Bain, J. S., 1951. Relation of Profit Rate to Industry Concentration: American Manufacturing, 1936– 1940, The Quarterly Journal of Economics, 65(3), 293-324.
2. Bain, J. S., 1956. Barriers to New Competition. Harvard University Press, Cambridge, MA.
3. Barney, J., 1991. Firm Resources and Sustained Competitive Advantage, Journal of Management, 17(1), 99-120.
4. Bourgeois, L. J., 1981. On the measurement of organizational slack. Academy of Management review, 6(1), 29-39.
5. Caves, R. E., 1972. American Industry: Structure, Conduct, Performance (3rd ed.), Englewood Cliffs, N.J.: Prentice-Hall.
6. Caves, R. E. and Porter, M. E., 1977. From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition, The Quarterly Journal of Economics, 91(2), 241-261.
7. Chatterjee, S. and Wernerfelt, B., 1988. Related or Unrelated Diversification: A Resource Based Approach, Paper presented at the Academy of Management Proceedings.
8. Chiang L.T., 1993. From Industry Targeting to Technology Targeting: A Policy Paradigm Shift in the 1980s, Technology in Society, 15:341-357.
9. Cool, K. and Schendel, D., 1988. Performance Differences among Strategic Group Members, Strategic Management Journal, 9(3), 207-223.
10. Day, G. S., 1984. Strategic Market Planning: The Pursuit of Competitive Advantage, West Group.
11. Desarbo, W. S., and Grewal, R., 2008. Hybrid Strategic Groups, Strategic Management Journal, 29(3), 293-317.
12. Fiegenbaum, A. and Thomas, H., 1990. Strategic Groups and Performance: The US Insurance Industry, 1970–84, Strategic Management Journal, 11(3), 197-215.
13. Galbraith, C. and Schendel, D., 1983. An Empirical Analysis of Strategy Types, Strategic Management Journal, 4(2), 153-173.
14. Greve, H. R., 2003. A Behavioral Theory of R&D Expenditures and Innovations: Evidence from Shipbuilding, Academy of Management Journal, 46(6), 685-702.
15. Hatten, K. J. and Hatten, M. L., 1987. Strategic Groups, Asymmetrical Mobility Barriers and Contestability, Strategic Management Journal, 8(4), 329-342.
16. Hatten, K. J. and Schendel, D. E., 1977. Heterogeneity within an Industry: Firm Conduct in the U.S. Brewing Industry, 1952-71, The Journal of Industrial Economics, 26(2), 97-113.
17. Hofer, Charles W., and Dan Schendel., 1978. Strategy Formulation: Analytical Concepts, West Publishing, St Paul, MN.
18. Hoskisson, R. E. and Hitt, M. A., 1990. Antecedents and Performance Outcomes of Diversification: A Review and Critique of Theoretical Perspectives, Journal of Management, 16(2), 461-509.
19. Hussinger, K. 2010. On the importance of technological relatedness: SMEs versus large acquisition targets. Technovation, 30 (1): 57-64.
20. Komiya, Ryutaro, Masahiro Okuno, and Kotaro Suzumura., 1988. Industrial Policy of Japan, Academic Press, Inc., San Diego, California, 183-204.
21. Kotler, P., 1976. Marketing Management: Analysis, Planning and Control (3 ed.): New York: Prentice-Hall.
22. Kraatz, M. S. and Zajac, E. J., 2001. How Organizational Resources Affect Strategic Change and Performance in Turbulent Environments: Theory and Evidence, Organization Science, 12, 632-657.
23. Lahti, A., 1983. Strategy and Performance of a Firm: An Empirical Investigation in the Knitwear Industry in Finland in 1969-1981, Helsinki: Helsinki School of Economics.
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網路文獻
1. 波士頓諮詢公司網站（The Boston Consulting Group），https://www.bcg.com/
2. 日本信越化學工業株式會社網站（Shin-Etsu Chemical Co Ltd），https://www.shinetsu.co.jp/
3. 日本SUMCO株式會社網站（Sumco Corporation），http://www.sumcosi.com/
4. 中美矽晶製品股份有限公司網站（Sino-American Silicon Products Inc.），http://www.saswafer.com
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6. 德商世創電子材料股份有限公司網站（Siltronic AG），http://www.siltronic.com
7. SK Siltron Inc.網站（SK Siltron Co., Ltd.），http://www.sksiltron.com/		zh_TW
dc.identifier.doi (DOI) 10.6814/THE.NCCU.EMBA.096.2018.F08en_US