| DC 欄位 |
值 |
語言 |
| DC.contributor | 高階主管企管碩士班 | zh_TW |
| DC.creator | 謝順富 | zh_TW |
| DC.creator | Shun-Fu Hsieh | en_US |
| dc.date.accessioned | 2008-7-21T07:39:07Z | |
| dc.date.available | 2008-7-21T07:39:07Z | |
| dc.date.issued | 2008 | |
| dc.identifier.uri | http://ir.lib.ncu.edu.tw:88/thesis/view_etd.asp?URN=91430013 | |
| dc.contributor.department | 高階主管企管碩士班 | zh_TW |
| DC.description | 國立中央大學 | zh_TW |
| DC.description | National Central University | en_US |
| dc.description.abstract | 半導體產業是一個資本密集的產業，在2000年以前，半導體公司擁有較好的投資報酬率，但是經過2001半導體的不景氣後，由於設備效能的提升，平均單價的下降，致使整體產值的成長有限。在半導體測試設備產業中，這個現象尤其明顯，使得半導體測試設備商不得不思考，在市場停滯成長的情況下，該採取何種成長策略，使公司能繼續保有成長及獲利。
本研究以半導體設備商A公司為例，藉由資源基礎理論及成長策略的理論，來分析探討A公司如何藉由本身的核心資源來發展其成長策略。內容包括探討A公司核心事業的範疇，資源的共享性，以及在核心事業裡面有哪幾個市場對A公司的成長獲利最有幫助，還有哪些是潛能大的市場而A公司並為涉入，但是可以利用現有的核心資源跨入取得成長。由於市場的停滯，有哪些週邊事業是A公司值得跨入取得成長的，是本研究的第二個主題。最後，本研究也針對目前A公司的組織能力做分析，來探討A公司的組織能力是否能夠配合其未來的成長策略。
本研究的結論為A公司必須跨入市場規模大的記憶體測試設備市場，並藉由在混合訊號及高階類比市場的優勢，跨入低階數位測試市場；並沒有適合的週邊產業可以跨入；必須增加組織內部溝通，為共同的目標達成共識，增加團隊合作的效率。 | zh_TW |
| dc.description.abstract | Semiconductor industry is a capital intensive industry; most of semiconductor companies had good return on investment before year 2000. But lots of changes happened after year 2001 market down turn. The overall market size of semiconductor equipment didn’t grow significantly due to the equipment efficiency increased and average selling price dropped. It impact more clearly in semiconductor automatic test equipment industry and force the equipment companies to think how to face this non-growth market to grow their revenue and profit continuously.
This research is based on automatic test equipment A company as a research target and using Resource-base theory and Growth Strategy theory to analyze how A company to develop their growth strategy through their core resources. The research content includes the scope of A company’s core business, resource sharing and which market segment can help A company to grow its revenue and profit. Also to discover where is the potential big market segment that A company didn’t get involved but A company can share the same core resources to break into the market. The second topic for this research is to discover if there is any adjacency market can adopt to grow company. The last topic is to discuss if A company has right organization’s capability to execute the growth strategy.
The conclusion of this research is A company needs to adopt memory automatic test equipment market and low-end digital market through their strength on analog and mixed-signal market. There is no suitable adjacency market can adopt. Need to improve internal communication to achieve consensus of goal setting and team work efficiency. | en_US |
| DC.subject | 資源基礎理論 | zh_TW |
| DC.subject | 成長策略 | zh_TW |
| DC.subject | 核心事業 | zh_TW |
| DC.subject | Growth Strategy | en_US |
| DC.subject | core business | en_US |
| DC.subject | Resource-base theory | en_US |
| DC.title | 半導體測試設備公司成長策略之個案分析 | zh_TW |
| dc.language.iso | zh-TW | zh-TW |
| DC.type | 博碩士論文 | zh_TW |
| DC.type | thesis | en_US |
| DC.publisher | National Central University | en_US |