博碩士論文 93430002 詳細資訊




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姓名 詹昇峰(Shen-Feng Chan)  查詢紙本館藏   畢業系所 高階主管企管碩士班
論文名稱 新事業發展策略探討—以E公司進入噴墨頭產業為例
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摘要(中) 在全球各主要先進國家都如火如荼的展開微機電產業發展,早在1990年,日本就選為前瞻工業技術,以國家型10年研究計劃投入研發。歐洲地區也成立跨國研究計劃及多項區域製作中心。美國在1995年後政府逐漸重視微機電科技,經由NSF、ARPA、NIST等研發基金,積極推動研發計畫;而近年來,隨著全世界在奈米科技基礎研究的大量投入,其製造與應用技術更受到重視,而微機電技術正可作為奈米科技的平台技術(gateway technology),形成奈/微米機電系統, 台灣也於1994起微機電技術為國家應發展的重點科技項目之一。
E公司經由產業分析與市場評估,也認為微機電產業將繼半導體產業帶動資訊產業的蓬勃發展後最有希望於未來5~10甚至20年致使台灣經濟繼續成長的重要項目之ㄧ,且也是E公司於2001年業已佈局前段微機電晶圓代工之投資,是個案公司針對標的噴墨頭之應用作新事業投入的一個好時機,只是事前的評估,如何執行,與事後的驗證對個案公司未來之新事業投資有著深遠的影響與決定性的決策。基於上述之研究背景與動機,本研究之研究目的如下:
1. 評估E公司投入新事業的可行性
2. 探討E公司噴墨頭應用之新事業發展策略
3. 檢驗E公司噴墨頭應用之新事業經營績效
4. 發現後續可行的延伸性研究探討
本研究以個案分析方式,針對台灣的微機電產業之噴墨頭應用,只對個案公司新事業發展策略做探討,發展出個案公司投入新事業之研究架構,藉由新事業項目之發現,展開內外部環境之分析,提出新事業投資可行性評估與決策,進而提出新事業目標與進入策略之選擇及新事業主持人之選定,並展開組織資源與結構之規劃,從執行面去做,以達到績效管理與成果回饋,研究結果如下:
1. 評估E公司投入新事業的可行性
對於E公司新事業之投資在第五章個案分析利用人才、產品、市場、技術與效益五構面展開之實務驗證中,已經得到個案公司新事業噴墨頭之應用是不可行的投資方案,因此個案公司於後續可利用此基本評估準,成立由內外部專家組成的評估小組來評估新事業、新標的之投資可行性。
2. 探討E公司噴墨頭應用之新事業發展策略
該新事業已從草創種子階段進入到創建階段,也就是開始量產與業務推廣階段,目前是關鍵時刻,順利的話今年可望邁入成長階段,也就是達損益平衡開始獲利。
3. 檢驗E公司噴墨頭應用之新事業經營績效
個案公司新事業之經營績效,於本研究第五章第九節時已說明該新事業現階段的經營績效狀況,在研發單位績效可以說使突飛猛進,不僅在技術之建立、產品之開發與專利之申請都有不錯的表現;而在廠務品保單位部分,品質之控管已達水準之上,至於產量部分還是要繼續努力改善;至於營收部分產品才準備完整,需要時間醞釀,如業務人員之說明,已選對發展的產品,只要質量沒問題,市場的需求量是可以取得,獲利可期。
本研究建議任何之技術移轉案,如是新市場新用途且不熟悉之新技術,宜先評估可行性,並做實務瞭解,再與之討論合作模式,本研究強烈建議採成立新事業方式運作,並提供技轉方滿意之技術股權,也且一定要求技轉方要投入相對(技術股)的投資額,如此再簽訂契約方有保障。
另外,本研究所導出之新事業評估準則,雖只針對個案公司來做實務驗證,惟其評估構面:人才、產品、技術、市場與效益,所展開之評估項目,並沒有特殊到只適用於個案公司,所以,本研究建議後進者可將此評估模式套用於其他產業之新事業或投資案之評估準則。
摘要(英) All like a raging fire launches the MEMS( Micro Electric Mechanical System) industrial development in global each main advanced countries, as early as in 1990, Japan elected for front to gaze the industry technology, by country 10 years research plan investment research and development. The European area also establishes the transnational research plan and many regions R&D center. US the government gradually took the MEMS( Micro Electric Mechanical System) technology after 1995, by way of research and development fund and so on the NSF, ARPA, NIST, positively impelled the research and development plan; But the recent years, along with the world in nanometer science and technology basic research massive investments, its manufacture and the application technology received takes, but the MEMS( Micro Electric Mechanical System) technology might take nanometer science and technology platform technology (gateway technology), Forms nanometer /micrometer Electrical System , Taiwan also to 1994 MEMS( Micro Electric Mechanical System) technologies one of key technical projects which should develop for the country.
E Corporation appraised by way of the industrial analysis and the market, after also thought the MEMS( Micro Electric Mechanical System) industry will continue the semiconductor industry impetus information industry the vigorous development hopefully to cause the important project in the future 5~10 even 20 years which the Taiwan economy will continue to grow important project, Also is E Corporation in 2001 already in front of the layout investment the foundry of MEMS( Micro Electric Mechanical System) , it is the case study’s company spurts the ink head in view of the sign to be supposed to serve as a good opportunity which the new enterprise invests, Was only in anticipation appraisal, how carried out, the new enterprise will invest with the afterwards confirmation to the case company future has the profound influence and the decisive decision-making. Based on above research background and motive, research goal this research as follows:
1. Appraised E Corporation invests the new enterprise the feasibility.
2. Discusses E Corporation to spurt an ink application the new enterprise to develop the strategy.
3. Examines E Corporation to spurt an ink application the new enterprise to manage the achievements.
4. Discovers the following feasible extensible research discussion
This case study by the document analysis way, spurts an ink application in view of Taiwan’’s micro mechanical and electrical industry, only develops the strategy to the case company new enterprise to make the discussion, develops the case company to invest research overhead construction the new enterprise, In the affiliation discovery by the new enterprise of project, launches analysis the external environment, proposed the new enterprise invests the feasible appraisal and the decision-making, then proposed the new enterprise goal with enters designation choice of and the new enterprise director the strategy, And launches of plan the organization resources and the structure, does from the execution surface, achieves the achievements management and the achievement back coupling, the findings as follows:
1. Appraised E Corporation invests the new enterprise the feasibility.
Investment regarding the E Corporation new enterprise in the fifth chapter of document analysis using the talented person, the product, the market, technical and the benefit five constructions surface launches in the reality service confirmation, obtained the case company new enterprise to spurt application of the ink head was already not the feasible investment plan, therefore the case company to following might use this basically to appraise, establishes the appraisal group which was composed by in exterior expert to appraise the new enterprise, the new sign the investment feasibility.
2. Discusses E Corporation to spurt an ink application the new enterprise to develop the strategy.
This new enterprise from has started the seed stage to enter to the foundation stage, also is starts the quantity to produce with the service promotion stage, at present is the critical moment, smooth speech this year hopes to step into the growth stage, also is reaches the profit and loss balance to start to make a profit.
3. Examines E Corporation to spurt an ink application the new enterprise to manage the achievements.
Management achievements the case company new enterprise, Yu when Pen research fifth chapter of ninth explained this new enterprise present stage the management achievements condition, in the research and development unit achievements may say causes to progress by leaps and bounds, not only establishment, the product development of and the patent application in the technical all has the good performance; But guarantees the unit in the factory service to be partial, the quality controls the tube to reach above the standard, or must continue as for the output part to try hard the improvement; Only then prepares the integrity as for the earning partial products, the demand time fermentation, if explanation the service personnel, has elected to the development product, so long as the quality does not have the question, the market demand quantity is may obtain, makes a profit may the time.
This case study suggestion no matter what why technical transfer document, if is the new market new use also is not familiar with the new technology, suitably first appraises the feasibility, and makes the solid service understanding, then with it discussion cooperation pattern, this research intense suggestion picks establishes the new enterprise way operation, and provides technology of stockholder’’s rights the technique transferor satisfaction, also the certain request technique transferor must invest (technical stock) relatively the investment cost, signs the contract side to have the safeguard so again.
Moreover,this case study found out the new enterprise to appraise the criterion, only aims at the case company to make the solid service confirmation, but the appraisal construction surface: The person, product, technology, market and benefit, launch the appraisal project, certainly not specially to only is suitable for the simple company, therefore, this research suggestion less advanced may apply mechanically this appraisal pattern to other industries appraisal criterion the new enterprise or criterion of the investment.
關鍵字(中) ★ 經營績效
★ 發展策略
★ 新事業
關鍵字(英) ★ Manage the Achievements
★ Develop the Strategy
★ New Enterprise
論文目次 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……………………………………………………… .4
第四節 研究範圍……………………………………………………… .4
第五節 研究流程與章節架構………………………………………… .5
第二章 文獻探討………………………………………………6
第一節 新事業發展相關文獻……………………………………………6
第二節 新事業投資的評估準則…………………………………………8
第三節 企業多角化之意圖……………………………………………..13
第四節 新事業發展策略相關理論……………………………………..21
第五節 新事業主持人、組織資源與組織結構………………………..32
第六節 新事業績效評估………………………………………………..38
第三章 微機電產業介………………………………………… .45
第一節 產業背景………………………………………………………45
第二節 微機電產業市場現況分析……………………………………49
第三節 微機電產業營運模式分析……………………………………56
第四節 我國發展微系統產業技術的SWOT分析……………………..57
第四章 個案研究設計…………………………………………59
第一節 研究架構………………………………………………………59
第二節 研究方法………………………………………………………59
第三節 資料收集………………………………………………………63
第四節 研究限制………………………………………………………63
第五章 個案分析…………………………………………….64
第一節 個案公司簡介…………………………………………………64
第二節 噴墨頭應用之新事業介紹……………………………………66
第三節 內外部環境分析………………………………………………71
第四節 新事業投資可行性評估與決策………………………………80
第五節 新事業目標……………………………………………………84
第六節 進入策略之選擇………………………………………………86
第七節 新事業主持人之選定…………………………………………87
第八節 組織資源與組資結構之規劃…………………………………88
第九節 績效管理與成果回饋…………………………………………92
第六章 結論與建議………………………………………… 96
第一節 結論………………………………………………………… 96
第二節 建議………………………………………………………… 99
參考文獻 ……………………………………………………… 101
中文部份……………………………………………………………… 101
英文部分…………………………………………………………………… 103
圖 目 錄
圖1-1-1 全球微機電銷售概況……………………………………………………..2
圖1-1-2 為全球墨水匣及碳粉匣的銷售概況……………………………………2
圖2-3-1 多角化之成長類型、成長方向及成長模式……………………………19
圖2-4-1 策略程序的一個新模式…………………………………………………22
圖2-4-2 策略性規劃管理模式……………………………………………………22
圖2-4-3 策略管理規劃之設計模型………………………………………………23
圖2-4-4 資源基礎之策略分析架構………………………………………………27圖 2-4-5 Porter 之五力分析架構………………………………………………28
圖2-6-1 整體績效評估與管理系統………………………………………………41
圖2-6-2 績效管理影響模型………………………………………………………42
圖3-1-1 微感測器之產品— 產業關聯圖………………………………………46
圖3-1-2 微致動器之產品— 產業關聯圖………………………………………47
圖3-1-3 微結構元件之產品— 產業關聯圖……………………………………47
圖3-1-4 微機電涵蓋領域示意圖……………………………………………… 48
圖3-2-1 全球微機電銷售概況………………………………………………… 50
圖3-2-2 微機電市場預測(依產品類別區分)………………………………… 51
圖3-2-3 微機電供應鏈………………………………………………………… 52
圖3-2-4 微機電設備市場預估……………………………………………… 53
圖3-2-5 微機電設備的流動價值比率……………………………………… 53
圖3-2-6 2002-2006 年MEMS前端設備投資市場……………………………..54
圖4-1-1 個案E公司之研究架構……………………………………………….59
圖5-1-1 機殼產業作業流程…………………………………………………….65
圖5-2-1 為全球墨水匣及碳粉匣的銷售概況……………………………………67
圖5-2-2 個案公司新事業組織………………………………………………….67
圖5-2-3全球各大噴墨印頭市佔率預估………………………………………..68
圖5-2-4 HP噴墨頭產品之技術沿革…………………………………………….68
圖5-2-5 噴墨頭墨水匣製造流程………………………………………………..69
圖5-2-6 噴墨頭結構與動作原理………………………………………………..70
圖5-2-7 噴墨頭之應用範圍……………………………………………………..70
圖5-5-1 墨水匣相容市場分析-數量…………………………………………….84
圖5-5-2 墨水匣相容市場分析-金額…………………………………………….85
圖5-9-1 Wafer噴砂製程2/21~3/31產出………………………………………94
圖5-9-2 Wafer噴砂製程4/3~4/17產出……………………………………….94
圖5-9-3 封裝製程ILB)3/3~3/31產出………………………………………….94
圖5-9-4 封裝製程(ILB)4/3~4/17產出………………………………………..95
表 目 錄
表2-1-1 投資事業各階段之事業特性、目標與風險…………………………… 7
表2-2-1 Park & Maillie 的評估準則模式……………………………………. 9
表2-2-2 Kelley、Campanella & McKiernan的評估模式………………………10表2-2-3 投資評估案的重要準則歸納…………………………………………… 10
表2-2-4 陳振遠的投資方案關鍵評估因素……………………………………… 11
表2-2-5 唐富藏投資計劃評估因素……………………………………………… 12
表2-2-6新事業機會評估準則…………………………………………………… 12
表2-3-1 產品-市場擴張矩陣…………………………………………………… 13
表2-3-2 歷年來多角化定義之彙整……………………………………………… 14
表2-3-3 多角化動機與多角化型式之關係……………………………………… 18
表2-3-4 新事業進入策略之比較………………………………………………… 20
表2-3-5 新事業最佳進入策略…………………………………………………… 21表2-4-1 環境與企業經營相關研究彙總表……………………………………… 24
表2-4-2 總體環境因素分類表…………………………………………………… 26
表2-4-3 產業結構之分析因素表………………………………………………… 26
表2-4-4 策略產生的內、外部分析……………………………………………… 28
表2-4-5 SWOT分析策略分析表…………………………………………………. 31
表2-5-1 決策者與企業經營之研究彙總表……………………………………… 33
表2-5-2 策略性資源的內涵……………………………………………………… 34
表2-5-3 組織資源與企業經營研究表…………………………………………… 35
表2-5-4 組織結構與企業經營的相關研究……………………………………… 36
表2-6-1 企業經營績效之衡量方式……………………………………………… 40
表2-6-2 績效管理流程…………………………………………………………… 42
表3-1-1 半導體與微機電製程差異……………………………………………… 48
表3-2-1 2003 年全球微機電產業前20 大供應商……………………………… 50表3-2-2 台灣主要微機電廠商投資與產品開發情形…………………………… 55
表3-4-1 我國發展微系統產業的SWOT分析…………………………………… 58表4-1-1 個案研究法之設計型態……………………………………………… 60
表4-2-2 個案研究的步驟………………………………………………………… 62
表5-1-1最近五年營運概況……………………………………………………… 65
表5-3-1 噴墨頭墨水匣同業……………………………………………………… 71
表5-3-2 個案公司新事業之五力分析總表…………………………………….76
表5-3-3 草創改善期SWOT策略分析…………………………………………….. 78
表5-3-4 創建期SWOT策略分析………………………………………………….. 79
表5-4-1 新事業基本評估準則…………………………………………………….. 83
表5-5-1 個案公司新事業預估之損益目標……………………………………. 85
表5-6-1 新事業最佳進入策略…………………………………………………… 86
表5-7-1 新事業主持人選評估……………………………………………………...88
表5-8-1 策略性資源的內涵……………………………………………………… 89
表5-8-2 專業技術能力建立人數………………………………………………… 90
表5-9-1 研發單位績效指標彙總……………………………………………… 92
表5-9-2 專業技術能力建立總表……………………………………………… 93
參考文獻 參考文獻
中文部分
1. 古永嘉,1993,「兩岸垂直分工策略之研究」,產業科技研究發展管理研討會, 1993年6月。
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指導教授 黃同圳(Tung-Chun Huang) 審核日期 2006-5-30
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