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|Title: ||以8十事業模式架構分析台積電前進中國的策略佈局;Using 8-Cross Business Model to Analyze TSMC’s Strategy on Semiconductor Market of China|
|Authors: ||鄒允中;Yun Chung,Chou|
|Issue Date: ||2016-10-13 14:10:05 (UTC+8)|
;Since established in1987, TSMC’s unique business model not only made it become the largest IC Foundry in the world, but also created two kinds of substantial industry including IC Fabless industry and IC Foundry industry. Owing to the cutting edge technology and high added-value services , TSMC has reach over 50% market share in the IC foundry industry now, at the same time, it’s large economic scale have been contributed a great help to Taiwan’s technologic and economic environment.
However, thanks to government’s help and the fast growth of semiconductor market, China’s semiconductor industry has been entering into a highly growth era, and their company also enlarge their business scales and technical skills through merging and poaching, making China’s semiconductor industry become more important than ever .
As the biggest IC foundry in China, SMIC’s many aspect of performance such as revenue, marginal rate and capacity utilization rate has achieved highest record this year, so it looks like there is a really good chance that SMIC become a threat to TSMC in nearly future.
This research analyze TSMC and SMIC’s business model through 8 cross business model and SWOT analysis. Base on the result, we analyze the possibility that SMIC will become a threat to TSMC, providing some advice for TSMC’s business model in the future.
The conclusions of this research are below:
Judging from every aspect of 8 cross business model, SMIC seems doesn’t have any chance to transcend TSMC in nearly future, however, because of the support from China government and assistance of other global companies, SMIC might become a huge threat to TSMC someday.
Due to the rising of China market, this research suggest TSMC to enhance human resource training mechanism, allocating more resource to develop dominant technology’s performance, and try to be more proactive in China market.
|Appears in Collections:||[會計研究所 ] 博碩士論文|
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