半導體通路商在中國大陸的經營關鍵成功因素—以A公司為例

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：12

、訪客IP：18.216.64.93

姓名

曾秋凰(Chiu-huang Tseng) 查詢紙本館藏

畢業系所

高階主管企管碩士班

論文名稱

半導體通路商在中國大陸的經營關鍵成功因素—以A公司為例

相關論文

★ 台灣TFT-LCD產業之競爭策略分析–以關鍵性零組件產業結構之研究	★ 以價值鏈及SWOT分析來探討台灣聚酯產業之競爭優勢
★ 國際化之經營策略分析－以國際筆記型電腦廠商進入大陸市場為例	★ 企業轉型策略之探討－以ABC公司為例
★ 跨國性企業併購之個案研究	★ 金控公司顧客關係管理的運作流程與運用發展之探討－以Ｃ公司為例
★ 全民健保總額支付制度之探討－以教學醫院為例	★ 台灣幼教業西進大陸經營策略分
★ 建立以顧客價值認知之服務行銷－以C公司為例	★ 台灣地區啤酒銷售與行銷策略之探討 -以三家啤酒公司品牌經營為例
★ 休閒食品於中國大陸地區行銷策略之探討－以P公司爲例	★ 以國外授權品牌進入台灣與中國市場的行銷策略-以製筆業 A公司為例
★ 工業電腦用電源供應器之國際行銷策略之研究－以F公司為例	★ 台灣進口車的競爭優勢策略研究-以個案公司之利基市場為例
★ 台商在大陸的經營策略之研究－以汽車銷售服務業H公司為例	★ 在滬台籍人士就醫機構選擇因素之研究

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

至系統瀏覽論文 ( 永不開放)

摘要(中)

近年來，隨著全球總體環境之變化，全球半導體產業逐漸將發展重心轉移至中國大陸，同時亦促進中國大陸本地之製造商之崛起，台灣半導體通路商不僅面臨競爭愈來愈劇烈之產業環境，更必須適應產業結構之快速改變。因此，台灣半導體零組件通路商如何運用既有之核心競爭力，採行最適當之經營模式，不被瞬息萬變之外在環境所淘汰，將是決定其未來發展成敗與否之關鍵。
本研究之目的，主要探討半導體通路商產業在中國的經營環境與發展趨勢，以及分析個案公司為了因應產業環境變遷所帶來的挑戰所採取之經營模式，包括：一次購足、準時交貨、庫存管理、市場開發、完整解決方案等方面，進而歸納出個案公司之關鍵成功因素，以提供給同業擬訂策略之參考。
本研究採用個案分析法，透過蒐集與彙整相關文獻資料及官方所公布之次級資料進行初步分析，並進一步針對個案公司之高階經營管理者進行深入訪談。根據研究結果本研究獲得三項結論。首先，個案公司為因應半導體產業重心轉移之發展趨勢，率先進入中國市場，掌握在中國大陸發展的先機，確保個案公司在該產業之地位，以獲取競爭優勢。再者，個案公司所使用之經營模式，採取多樣化之服務，不僅扮演通路商之角色，亦提供協同研發、諮詢、保固等服務，藉此鞏固個案公司與上下游之關係。最後，個案公司藉由找出關鍵成功因素，創造出其獨特的競爭優勢，以持續地穩定發展，不被競爭愈來愈激烈之產業環境所淘汰，進而邁向永續經營之目標。

摘要(英)

In recent years, following the changing face of the market worldwide, semiconductor manufacturers are increasingly shifting the center of their development to Mainland China. This has simultaneously spurred the development of domestic Chinese semiconductor firms, meaning that Taiwanese firms in the same field face increasingly fierce competition, which in turn forces them to rapidly adapt to changing market structures. Thus, how Taiwanese semiconductor manufacturers can utilize their core competitiveness, adopt the most suitable operating measures, to avoid being rendered obsolete in this constant and rapidly changing market is key to deciding if their future development is successful or not.
The main purpose of this study is to consider the operating environment and development trends of semiconductor manufacturers in Mainland China, and to analyze the operating models that the case firms have adopted to deal with the challenges brought on by changing trends in the business environment including one time purchase, just-in-time delivery, stock management, market development, integrated problem solving, etc, along with a summary of what factors have influenced the case firms’ successes, providing industry members with reference data for planning.
The case analysis method is used in this study. We first conduct a preliminary analysis using information gathered from related data and official secondary records, and then engage in detailed discussion with upper management representatives from the case firms. Based on the results of our research we arrive at three conclusions. First, in order to cope with the semiconductor market’s central focus shifting to Mainland China, the case firms took the lead in breaking into the Chinese market, gaining a great competitive advantage by seizing initiative in developing their firms in Mainland China and thus ensuring their position in this market. Next, the case firms adopted a multifaceted operating strategy, not just acting as suppliers but also assisting others with R&D, advice, insurance and other services, cementing the case firms relationship with other firms and clients, both up and downstream. Last, the case firms successfully identified the strengths that led them to be successful, and were able to utilize them to continuously maintain steady development, keeping them relevant even in the constantly changing and fiercely competitive market

關鍵字(中)

★ 關鍵成功因素
★ 經營模式
★ 產業分析
★ 半導體通路商產業

關鍵字(英)

★ key success factors
★ operating models
★ market analysis
★ semiconductor supplier industry

論文目次

第一章緒論 1
第一節研究背景與動機 1
第二節研究目的 3
第三節研究流程 3
第二章文獻探討 5
第一節產業分析 5
第二節經營模式 22
第三節關鍵成功因素 34
第三章研究方法 44
第一節研究架構 44
第二節研究方法 45
第三節研究對象 46
第四章產業概況與個案分析 47
第一節產業概況 47
第二節個案公司概況 64
第三節經營模式 75
第四節關鍵成功因素 90
第五章結論與建議 100
第一節結論 100
第二節建議 103
第三節研究限制 106
參考文獻 107

參考文獻

一、中文部分
1. 司徒達賢，民94，策略管理新論：觀念架構與分析方法。台北：智勝文化。
2. 朱宏義，民87，推播媒體（Push Media）產業分析之初探研究－以臺灣地區華文全球資訊網站為例。國立交通大學傳播研究所碩士論文，新竹。
3. 余朝權，民80，產業分析構陎之探討。台北市銀行月刊，22(7)，9-19。
4. 吳思華(民95)，策略九說: 策略思考的本質，麥田出版社
5. 吳思華，民76，產業政策與企業策略。台北：中華經濟研究所。
6. 李興益，民96。經營模式元件角色之分析。國立中央大學企業管理研究所碩士論文，桃園。
7. 孟德芸，民77，企業成功關鍵要素之研究－以個人電腦產業為實證。國立中興大學企業管理研究所未出版之碩士論文。
8. 林建山，民90，產業政策與產業管理。台北：環球經濟出版社。
9. 徐作聖、陳仁帥，民94，產業分析。台北：全華科技圖書公司。
10. 許長田，民94，策略管理。台北:新文京開發。
11. 陳浩民，民94。突破式創新與經營模式對創新導入之影響的文獻研究─兼論商業智能之前導作用。國立中央大學企業管理研究所碩士論文，桃園。
12. 陳銑鈞，民95。經營模式元件及其間關係之紮根研究。國立中央大學企業管理研究所碩士論文。
13. 陳慶得，民90，連鎖式經營關鍵成功因素之探討－以美語補習業為例。私立淡江大學。
14. 黃宏義（譯），民89，大前研一原著，策略家的智慧。台北:長河出版社。
15. 黃營杉，民95，策略管理，華泰文化，臺北。
16. 薛琦，民90，新世紀產業發展趨勢與策略。
二、英文部分
1. Aaker, D. A. (1984). Strategic Market Management. N.Y.: John Wiley & Sons Co.
2. Aaker, David A. (1998), Strategic Market Management. 5th ed., New York：John Wiley & Sons Inc.
3. Abell, D.F. and J. S. Hammond (1979), Strategic Market Planning. Prentice-Hall Inc., Englewood Cliffs, JK.
4. Amit, R. & Zott, C. (2001). Value creation in E-business. Strategic Management Journal, 22, 493-520.
5. Ansoff, H. I. (1965). Corporate strategy, New York: McGraw-Hill.
6. Bamberger, I. (1989), Developing Competitive Advantage in Small and Medium Size Firms, Long Range Planning, Vol. 22(5), pp.80-88.
7. Barney, D. F. (1991). Time Paths in the Diffusion of Product Innovation. London: Macmillan.
8. Boynton, A. C. and Zmud, R. W., (1984), An Assessment of CSFs , Sloan Management Review, 27, pp. 17-27.
9. Commons（1974）J.R. The Economics of Collective New York：Macmillan.
10. Day and Wensley, (1988).Assessing advantage: a framework for diagnosing competitive superiority, Journal of Marketing, pp.1-20.
11. Dubosson-Torbay, Osterwalder M. A., & Pigneur Y. (2001). E-business model design, classification, and measurements. Thunderbird International Business Review, 44(1), 5-23.
12. Etzel, M. J., Walker,B.J. and Stanton,W.J. (2004). Marketing (13th Ed.). Boston: McGraw-Hill Irwin.
13. Ferguson and Dickinson, 1982, Critical Success Factors In The Eighties, Business Hozizons.Business Review, 65(8), 81-93.
14. Grant RM. (1991). The resource-base theory of competitive advantage: Implications for strategy formulation. California Management Review 33(3):114-135.
15. Hamel, G,(2000). Leading the Revolution, Harvard Business School Press, pp. 61-113.
16. Hill, W. L. and Jones, R. (2001). Strategic Management Theory. Houghton Mifflin Company, Fifth Edition.
17. Hofer, Charles W. and Den Schendle. (1985). Strategy Formulation : Analytical Concepts , St. Paul : West Publishing..
18. Kotler, P. (1976). Marketing management, analysis, planning & controls. New Jersey: Prentice Hall.
19. Lambkin, M.& Day, G. S.(1989). Evolutionary Processes in Competitive Markets: Beyond the Product Life Cycle. Journal of Marketing, 53(3), 4-20
20. Leidecker, J. K. and Bruno, A.V., (1984). Identifying and Using Critical Success Factors. Long Range Planning, Vol. 17, No. 1, pp. 26-52.
21. Mahadevan, B. (2000). Business Models for Internet-Based E-Commerce: An Anatomy. California Management Review, 42(4), 55-68.
22. Michael, M., Schindelhutte, M., and Jeffrey Allen, (2005). The entrepreneur's business model: toward a unified perspective, Journal of Business Research 58, pp.726-735.
23. Miller, A. (1998), Strategic Management. NY: McGraw-Hill, 3rd Edition, pp.124~125.
24. Mitchell, D., C. (2003). The ultimate competitive advantage of continuing business model innovation. The Journal of Business Strategy, 24(5), 15-21.
25. Narayanan, V.K. & Fahey L. (2001). The relevance of the institutional underpinnings of Porter's Five Forces Framework to emerging economies: An epistemological analysis. Journal of Management Studies, Vol. 42, No.1, pp. 207-223.
26. Osterwalder, Y. P., & Tucci, C. L. (2005). Clarifying Business Models: Origins, Present, and Future of the Concept. Communication of the Associations for Information Systems, 15, 1-40.
27. Pearce and Robinson, (2000). Formulation, Implementation, and Control of Competitive Strategy.
28. Piercy, Nigel, Giles and William, (1989). Making SWOT Analysis. Work Marketing Intelligence & Planning. 7(5), 5.
29. Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. N.Y.: Fress Press.
30. Porter, M.E., (1985). Competitive Advantage: Creating and Sustaining Superior Performance. N.Y.: The Free Pree .
31. Rappa, M. (2004). The Utility Business Model and the Future of Computing Service. IBM Systems Journal, 32-42.
32. Rockart J. F. (1979). Chief Executives Define Their Own Data Needs. Harvard.
33. Rockart﹐J.F. (1982).The changing role of the information systems executive: A critical success factors perspective.Sloan Management Review. 24(1), 3-13.
34. Saaty (1999).The Analytic Hierarchy Process, New York: McGraw Hill.
35. Scherer ,F.M. (1980). Industrial Market Structure and Economic Performance,2. ed., , Houghton Mifflin , Boston.
36. Schindehutte, M. M., M. & Allen, J. (2003). The entrepreneur's business model: Toward a unified perspective. Journal of Business Research, 58(6), 726-735.
37. Schmid, B., Alt, B., Zimmermann, H., & Buchet, B. (2001). Anniversary edition: business models. Electronic Markets, 11(1), 3-9.
38. Shafer, S. M., Smith, H. J. and Linder, J. C., (2005). The Power of Business Models, Business Horizons, 48(3): 199-207.
39. Shepherd, W. G., & Shepherd, J. M. (1979). The economics of industrial organization Prentice-Hall Englewood Cliffs.
40. Thompson & Strickland (1998).Strategic Management: Concepts and Cases. Boston: Irwin/McGraw-Hill 10 th Edition.
41. Tikkanen, H., Lamberg J. A., Parvinen P., (2005), Managerial cognition, action and the business model of the firm, Management Decision, 43(6), pp. 789-809.
42. Timmers, P. (1998). Business Models for Electronic Markets. Electronic Markets, 8(2), 3-8.
43. Weihrich, H., Heinz Weihrich (1982). The Tows Matrix: A Tool for Situational Analysis. N. Y.: McGraw-Hill.
44. York P. Freund (1988) Critical Success Factors, Planning Review ,P20 July

指導教授

李小梅

審核日期

2011-11-24

推文