臺灣博碩士論文加值系統

Air Products & Chemicals Inc. 是一家位居世界領導地位的工業氣體供應商 (以下均簡稱 Air Products)，並且是唯一同時擁有氣體與化學品兩種系列產品的跨國公司，總部位於美國賓夕法尼亞州里海谷。Air Products乃是由已故的Leonard P. Pool在1940年於底特律所創立，起初主要販賣工業氣體(尤其是氧氣)給予產業界的用戶，該公司目前在全球三十多個國家和地區擁有三百多家氣體生產廠，一萬七千多名員工和十餘萬客戶，銷售服務範圍達全球一百多個國家，年營業額超過六十億美金。
Air Products六十四年來的發展史，一方面固守氣體本業，運用既有資源，配合內部組織運作追求成長，學理上稱之為「內部成長」。而在另一方面是靠一連串的購併其他企業或是與其他企業建立聯盟的合作關係，或是先聯盟再予以購併，這一類的成長是藉著外部的作為所得到的成長，在學理上稱之為「外部成長」。而企業體必須將購併後之企業融入公司的運作體制中，再繼續追求更進一步的成長，這是外部成長與內部成長的銜續過程。
現階段Air Products面對外在微利時代來臨的挑戰，內在有海外合資公司、子公司、購併公司之組織運作以及和其他企業聯盟合作上的諸多問題，成長策略的擬定、修正與執行攸關Air Products的永續經營。
Air Products公司採用相關的成長策略說明如下。
（一）外部成長策略：併購、策略聯盟。
（二）內部成長策略：
1. 內部行銷：包括「一個公司」集權政策(One Company policy)、矩陣式組織 (Matrix Organization)、SAP的使用、優先權之修正(Change Priorities)、客户合作關係機制(Customer Engagement Roadmap)、公司發展委員會(Corporate Development Office)、策略之產生及執行(Strategy development & Implementation)等；
2. 外部行銷：包含鎖定重點市場 (ex: Electronic Industry, Health Care…)、專注於原物料及輔助設備、整套銷售 (Bundle Selling)、交叉銷售 (Cross Selling)、電子商務 (e-commerce)等。

Air Products & Chemicals Inc. is one of worldwide leading industrial gas and chemicals supplier (bellow called Air Products), especially Air Products is the only one vendor who supplies series of not only gas products but also chemical products, the headquarter is located at Allen Town of Pennsylvania of US. Air products was founded by Mr. Leonard P. Pool in 1940 at Detroit, in the beginning , primary business was supplying “industrial gas” (especially Oxygen) to users in various industries. Air Products owns more than thirty gas factories and seventing thousands employees in worldwide about one hundred countries and has business relationship with more than one hundred thousands customers, yearly revenue exceeds six billion US dollars.
Look at the history of six foure years corporation development, Air Products has been using inner resources and organized operations to pursue growth, so called “ internal growth”. By the way, Air Products has been acquiring or setting up alliance relationship with other enterprises to pursue growth too, so called “ external growth”. After acquisition, enterprise which is acquired need to be fully integrated into the enterprise who proceeds the acquisition, then keep pursuing growth. The process of integration is between “external growth “ & “internal growth”.
Currently Air Products meets the challenges of low margin generation’s coming and a lot of issues relative with subsidiaries, acquired units and the further cooperation with alliance partners. Determination, revise and execution of growth strategies definitely influence Air Products’ external running.
Air Products’growth strageties as below :
1. External growth: include acquisition and alliance.
2. Internal growth:
(1) internal marketing strategy: include “one
company policy”, matrix organization,
use SAP, change priorities, customer engagement
roadmap, Corporate Development Office and strategy
(2) external marketing strategy: include focus on
electronic industry, focus on materials &
supporting equipment, bundle selling, cross
selling, e-commerce.

誌 謝 6
目 錄 7
表 目 錄 9
第一章 緒論 11
1.1 研究背景與動機 11
1.2 研究目的 11
1.3 研究流程 12
1.4 論文架構 13
第二章 使用於半導體產業之氣體與化學品 14
2.1 半導體產業技術 14
2.2 使用於半導體產業之氣體 15
2.2.1 大宗氣體(Bulk Gas) 15
2.2.2 特殊氣體 (Specialty Gas) 16
2.2.3 混合氣體 (Mixtuered Gas) 16
2.3 使用於半導體產業之特用化學品 17
2.3.1 特用化學品簡介 17
2.3.2 全球市場動向 18
2.3.3 國內市場動向 22
2.3.4 產業發展趨勢 23
第三章 文獻探討 23
3.1 成長策略 24
3.2 併購 27
3.3 策略聯盟 30
3.4 內部行銷/組織文化 33
3.5 顧客關係管理(Customer Relationship Management,CRM) 37
3.6 行銷策略 39
第四章 研究方法 42
4.1 研究方法之選擇 42
4.2 個案研究法 42
第五章 個案研究 44
5.1 Air Products公司的發展史 44
5.1.1 倂購America Homecare Supply 45
5.1.2大幅增購海外氣體 J-V公司的股權 45
5.1.3 與杜邦公司合資成立Dupont Air Products NanoMaterials 45
5.1.4 Air Products和GEM Microelectronic L.L.C.策略聯盟 45
5.1.5 和KINETICS 公司合資成立Tri Mega 公司 46
5.1.6 和Sc Fluid Inc. 聯盟 46
5.1.7 Air Products和Dow Corning策略聯盟 47
5.1.8 併購Ashland Electronic Chemical Division 47
5.2 Air Products公司營運範疇 51
5.2.1氣體與設備 51
5.2.2 化學品 52
5.3 Air Products公司營業收入 54
5.4 Air Products公司願景文化 56
5.5 Air Products公司全球佈局 58
5.6 競爭廠商分析 59
5.6.1 Air Liquid 59
5.6.2 BOC 61
5.6.3 Praxair 64
5.6.4 四家主要氣體製商比較 67
5.6.5 Air Products之SWOT分析 70
5.7 Air Products在半導體工業的優勢 71
5.7.1 氣體 71
5.7.2 化學品 71
5.8 Air Products公司現階段面臨的挑戰及因應之道 75
5.9 Air Products公司內部行銷策略模式分析 78
5.9.1 「一個公司」集權政策(One Company policy) 78
5.9.2 矩陣式組織(Matrix Organization) 78
5.9.3 SAP 78
5.9.4 優先權之修正(Change Priorities) 81
5.9.5 和客户建立緊密的合作關係(Customer Engagement Roadmap) 81
5.9.6 公司發展委員會(Corporate Development Office) 82
5.9.7 策略之產生及執行(Strategy development & Implementation) 84
5.10 Air Products公司外部行銷策略模式分析 86
5.10.1 鎖定重點市場 (Electronic Industry) 86
5.10.2 專注於原物料及輔助設備 88
5.10.3 整套銷售 (Bundle Selling) 88
5.10.4 交叉銷售 (Cross Selling) 88
5.10.5 電子商務 (e-Commerce) 88
第六章 結論 89
6.1 結論 89
6.2 研究限制 90
參考文獻 91

中文參考文獻

[4]黃麗華(2001)，國內資訊電子廠商核心能力、成長策略與經營績
效之研究，中國文化大學國際企業管理研究所碩士論文，台北。
[8]林碧祿(2002)，網路公司資源內涵、資源特性與成長策略關係之
研究-以八足資訊網路(股)公司為例，雲林科技大學企業管理學系
碩士論文，雲林,台灣。
[9]曾柔鶯（2000），「肥了投機客傷了員工心？！」，工商時報，8
月9日，43版。
[10]張福成（2000），「企業併購之個案研究」，國立臺灣大學商學
研究所未出版碩士論文,台北。
[11]吳青松(1998)，國際企業管理理論與實務，智勝出版社。
[12]李禮仲(2002)，企業併購法之探討，國政研究報告，台北。
[13]黃金印(1999)，企業併購與企業再造－跨世紀競爭策略，經濟部
經濟情勢暨評論期刊第四卷第四期。
[16]蔡志宏(2001)，巨變時代下中型醫院策略聯盟之研究，中國醫藥
學院醫務管理研究所碩士論文，台中,台灣。
[40]Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson
(1999)，吳淑華譯，策略管理，滄海書局，民國88 年，頁287。
[43]陳渼臻(2001)。《策略聯盟之探討--生物技術產業之應用》。銘
傳大學經濟學研究所碩士論文。
[70]巫喜瑞，黃俊英 （2000）〝內部行銷概念及其與人力資源管理
的比較〞企銀季刊23:3頁125-133
[73]鄭伯壎、郭建志、任金剛(2001)，組織文化員工層次的分析，遠
流出版事業股份有限公司，台北。
[76]李美華(2000)，「跨國企業組織文化與跨文化管理研究之應用與
探討-以比較分析在台美商李奧貝納廣告公司與日商博陽廣告公
司為例」，新聞學研究，第六十三期，頁163-199。
[78]黃宏義譯，Terrence E.Deal and Allan A.Kennedy 著，
1982），企業文化，長河出版社，台北。
[96]黃俊英, (1986), 高科技產品的行銷」，現代管理月刊，一月
號，pp18-20。
[97]徐木蘭、鄭吉民（1992），「高科技公司產品行銷組合型態之實
證研究」，1992 中華民國科管理研討論文集：283-292。
[102]曹錫智(2001)，本土連鎖加盟業組織控制之研究，大葉大學事
業經營研究所碩士論文。
[106]賴翰霆(2001)，企業垂直整合與效率分析之研究--以鑫固企業
集團為例，長榮管理學院經營管理研究所碩士論文，台北.318-
324。

英文參考文獻

[1]Kline & Company, 2002 Market
Survey,http://www.klinegroup.com/
[2]Hill, Hwang and Kim (1990), “An eclectic theory of the
choice of international entry mode”, Strategic
Management Journal 11, 117-128.
[3]Devlin, G. (1991), “Diversification: A redundant
strategic option,” European Management Journal, 9(1),
pp.76-81
[5]Hennart, J. F. and Y. R. Park (1993), Greenfield vs.
Acquisition: “The strategy of Japanese investors in The
United States”, Management Science, Vol. 39, pp.1054-
1070.
[6]Lamont, B. T. and Anderson, C. R. (1985), “Mode of
corporate diversification and economic performance,”
Academy of Management Journal, 28, pp.926-934
[7]Simmonds P. G. (1990), “The combined diversification
breadth and mode dimensions and the performance of large
diversified firms”, Strategic Management Journal, 11:
399-410.
[14]Drucker, P. F. (1981), “Five rules for successful
acquisition”, The Wall Street Journal, Oct.15, pp.28.
[15]Aiello, Robert J. and Watkins, Michael D. (2000), “The
fine art of friendly acquisition,”
Harvard Business Review, November-December, pp.101-116.
[17]Killing, J. P. (1983), “Strategies for joint venture
success”, Harvard Business Review.
[18]James, B. (1985). Alliances: “The new strategic
focus”. Long Range Planning, 18(3),pp.76-81.
[19]Perlmutter, H.V. & D.A. Heenan (1986), “Cooperate to
compete globally”, Harvard Business Review, No.2
Mar/April, pp. 136-152 (1986).
[20]Miles R. and C. Snow (1978),Organizational Strategy,
Structure and Process, McGraw-Hill, New York.
[21]Devilin, G. and Bleackley, M (1988), “Strategic
alliances- guidelines for success”, Long
Range Planning, Vol. 21, pp. 18-23.
[22]Harrigan, K.R. (1988),“Strategic alliances and partner
asymmetries”, Strategies in International Business,
New York: Lexingion Books, pp.205-226.
[23]Root, F. (1988), “Some taxonomics of international
cooperative arrangement. In F. J. Contractor & P.
Lorange (Eds.),Cooperative Strategies in International
Business. New York: Lexington Books.
[24]Borys, B. and D.B. Jemison (1989), “ Hybrid
arrangements as strategic alliances, theoretical Issues
in organizational combinations”, Academy of management
Review,14(2), pp.234-24
[25]Lynch, R. P. (1989), The Practical Guide to Joint
Ventures and Corporate Alliance, N.Y.：John Wiley ＆
Sons.
[26]Magsaysay J. (1989), “Strategic alliances: why
compete? collaborate!” World Executive’s Digest,
October, pp.29-34
[27]Lewis, J. D.,” Partnerships for profit”, New York:
Free Press, 1990.
[28]Lewis, J. (1990). “Making strategic alliance work”.
Research Technology Management, 33(6), pp.12-15.
[29]Zuckerman,H.S. ＆ T.A. D’Aunno, Hospital Alliances
(1990),“Cooperative
strategy in a competitive environment” , Health Care
Management Review, 15(2), pp.21-30.
[30]Kaluzny, D.K., Zuckerman, H.S., Ricketts, T.C., ＆
Walton, G.B.（1995）.”Partners for the dance- forming
strategic alliance in health care”, Health
administration Press.
[31]Parkhe, A. (1991), “Interfirm diversity, organization
learning and longeity in global strategic alliances”,
Journal of International Business Studies, Fourth
Quarter,pp.579-601
[32]Aaker, D.A. (1992). Developing Business Strategies
(3rd). New York: John Wiley & Sons.
[33]Aaker, David A., Strategic Marketing Management, John
Wiley & Sons (1992), N.Y. 3rd ed.
[34]Takac, P. F. & Singh, C. P. (1992). Strategic Alliances
in Banking Management Decision,30(1), pp.32-43
[35]Murry, E. A. and Mahon, J. F., Strategic Alliances
(1993), Gateway to the New Europe ?, Long Range
Planning, 26(4), pp.102-111.
[36]Cathy, S.H. (1994), “The role of strategic alliances
in the development of technology”. Technovation ; 14
(4), pp.243-57.
[37]Rigby, D. K.& W. T. Buchanan (1994), Putting More
Strategy into Strategic Alliances, Directors & boards,
Winter 1994.
[38]Mohr, J., & Spekman, R. (1994), “Characteristics of
partnership success: partnership attributes,
communication behavior, and conflict resolution
techniques”, Strategic Management Journal,15(10),
pp.135-152.
[39]Yoshino, M. & Rangan, U. (1995),”Strategic alliance:
an entrepreneurial approach globalization”, Harvard
Business School Press, Massachusetts.
[41]Hitt, A.M., Ireland, R.D. and Hoskisson, R.E.,
Strategic management: Competitiveness and
globalization, St. Paul, MN: West Publishing Company,
1997.
[42]Gulati, R. (1999). Network Location and Learning: “The
influence of Network Resources and Firm Capabilities on
Alliance Formation”, Stratrgic Management Journal,
20, pp.397-420.
[44]Porter, M. & Fuller, M. (1986), “Coalitions and global
strategy”, Boston: Harvard
Business School Press, pp.315-344.
[45]Arora, Ashish and Gambardella, Alfonso (1994),
“Evaluating technological information and utilizing
It,” Journal of Economic Behavior and Organization,
24, pp.91-114.
[46]Porter, M.E. and Fuller, R.(1986), “Competition in
global industries”, Boston, MA:Harvard Business School
Press.
[47]Kogut, B. (1988), “Joint ventures: theoretical and
empirical perspectives”, Strategic Management Journal,
Vol. 9, pp.319-332.
[48]Devilin,G. and Bleackley ,M(1988 ), “Strategic
alliances- guidelines for success,”Long Range
Planning, 21, pp. 18-23
[49]Teece, D.J. (1992), “Competition, cooperation, and
innovation: organizational arrangements for regimes of
rapid technological progress,” Journal of Economic
Behavior and Organization, 18, pp.1-25
[50]Jorde, Thomas M. and Teece, David J. (1990),
“Innovation and cooperation: implications
for competition and antitrust”, Journal of Economic
Perspectives, 4(3), pp.75-96
[51]Merrifield, B. (1989), “Strategic alliance in global
marketplace,” Research Technology Management, Jan/Feb,
pp.17
[52]Sasser, W. E. (1976), Match Supply and Demand in
Service Industries. Harvard Business Review. 54(3),
pp133-140.
[53]Gronroos, C. (1981), Internal Marketing- An Integral
Part of Marketing Theory, In Donnelly, J. H. and
George, W. E., Marketing of Service, American Marketing
Association Proceedings Series, p.p.236-238.
[54]Berry, L. L. (1981),” The Employee as customer.”
Journal of Retail Banking, 3(3), pp.24-25.
[55]Johnson, Eugene M., Eberhard E. Scheuing, & Kathleen A.
Gaida（1986）, Profitable Services Marketing. Homewood,
IL： Dow-Jones Irwin.
[56]George, William R. and Christian Gronroos (1989),
Developing customer-conscious employment at every
Level—Internal Marketing, in Handbook of services
marketing, Carole A. Congram and Margaret L. Friedman,
eds., New York: AMACOM.
[57]George, W. R. (1990),” Internal marketing and
organizational behavior: a partnership in Developing
customer-conscious employees at every level.” Journal
of Business Research,20, pp. 63-70.
[58]Kotler, p. and Armstrong G.（1991）. Principles of
Marketing. Fifth Ed, Englewood, NJ：Prentice-Hall.
[59]Berry, Leonard L. and A. Parasuraman (1991), Marketing
Services: Competing Through Quality, New York: The Free
Press.
[60]Piercy, N. & Morgan, N.（1991）, Internal Marketing –
The missing half of the marketing program. Long Range
Planning. 24（2）,pp82-93 .
[61]Gummesson, E. (1992),” Using internal marketing to
develop a new culture: the case of ericsson quality.”
Journal of Business and Industrial Marketing, 2(3), pp.
23-28.
[62]Bak, C.A., Vogt, L.H., George, W.R. & Greentree, I.R.
(1994.)“Management by
team：an innovative tool for running a service
organization through Internal Marketing”. Journal
of Services Marketing, 8（1）, PP.37-47
[63]Rafiq, M. & Ahmed, P. K.（1993）.“The Scope of
internal marketing：defining the boundary between
marketing and human resource management” .Journal of
Bank Marketing. 4（5）,3-31.
[64]Gronroos, C. (1994), From Marketing Mix to Relationship
Marketing: Towards a Paradigm Shift in Marketing.
Management Decision, 32(2), pp. 4~22.
[65]Gronroos, Christian(1984), “Strategic management and
marketing in the service sector.”Boston: Marketing
Science Institute.
[66]Greene, W. E., Walls, G.D, & Schrest L. J.(1994),
Internal Marketing: “The key to
external marketing success”. Journal of Service
Marketing, 8(4), pp. 5~13.
[67]Joseph, W. B.（1996）,”Internal marketing builds
service quality”. Journal of Health Care Marketing 16
（1）,54-59.
[68]Taylor, S. L. & Cosenza, R. M., (1997), “Internal
marketing can reduce employee turnover”, Supervision,
Vol.58, Iss.12, pp.3-5.
[69]Cooper, Jack & John Cronin (2000),” Internal
marketing: a competitive strategy for the
long-term care industry” , Journal of Business
Research, Jun, pp.177-181.
[71]Collins, B. & Payne, A. (1991), “Internal marketing: a
new perspective for HRM.”European Management Journal, 9
(3), p.p.261-270.
[72]Brockhoff, K. and A. Pearson (1992),” Echnical and
marketing aggressiveness “, and Cahill, D.J.
1996）, “Internal Marketing：Your company`s next stage
of growth”.Binghamton, N.Y and London：Haworth Press.
[74]Beckhard, R., and Harris, R. T.(1987) Organizational
Transitions: Managing Complex Change, Addison-Wesley,
Reading, MA .
[75]Pettigrew, Andrew M. (1979) ,”On studying ganizational
cultures”, Journal Article in Administrative Science
Quarterly [ASQ]
[77]Ouchi,W.G.(1981). “Organization paradigms: a
commentary on Japanese management and theory z
organization”，Organization Dynamics，pp.36.
[79]Van Maanen, J., & Barley, S. R.（1985）.”Cultural
organizations: fragments of a theory”. In P. J.,
Frost, L. F. Moore, M. R. Louis, C. C. Lundberg, & J.,
Martin（Eds.）,Organizational culture pp.31-54. Beverly
Hills, CA.; Sage.
[80]Schein, E. H.(1985).Organizational culture and
leadership, San Francisco, CA:Jossey-Bass Publishers.
[81]J. Steven Ott, ed. (1989) ,Classic Readings in
Organizational Behavior, Brooks/Cole
[82]Robbins, S. P.(1990), Organization Theory：Structure,
Design, and Application, San Diego：Prentice-Hall.
[83]John Ott (2000), “Successfully development and
implementing continuous relationship management”,
eBusiness executive report, November 2000, pp: 26~30.
[84]Kalakota, R. and Robinson M. (1999), e-Business Roadmap
for Success, Addision Wiley.
[85]Weitz, Barton A. & Robin Wensley (1984), Strategic
Marketing: Planning,Implementation, and Control, Kent
Publishing Company.
[86]Foxall, G. R. (1981), Strategic Marketing Management,
London, Croom Helm.
[87]Schoell & Guiltinan, (1995), Marketing: Contemporary
Concepts and Practices.6th ed.,Englewood Cliffs,
NJ:Prentice Hall.
[88]Bearden, William O., Thomas N. Ingram and Raymond W.
Laforge (1995), Marketing:Principles & Perspectives,
Chicago: IRWIN.
[89]Webster, F. E. (1992) “The changing role of marketing
in the corporation”.’, Journal of
Marketing, Vol 56 pp1-17.
[90]Porter, M. E., (1985), Competitive Advantage, New York：
Free Press.
[91]Hooley G.J.; J.E. Lynch and D. Jobber (1992),”Generic
marketing strategies”, International Journal of
Research Marketing, Vol.9, pp.75-89.
[92]Kotler P. (1991), Marketing Management, Analysis,
Planning, Implement and Control,
7th ed. Englewood Cliffs: Prentice-Hall Inc.
[93]Burke, W. W. (1984), Organization development: A
process of learning and changing
(2nd ed.). Reading, MA: Addison-Wesley. Dickson, P. R.
and J. Ginter (1987), “Market
segmentation, product differentiation, and marketing
strategy”, Journal of Marketing,
Vol 51, Iss. 2, pp.1-10.
[94]Buzzel, Robert D., and Cady, John F. (1975), Strategic
Marketing, Boston：Little Brown.
[95]McDaniel, S.W. and J.W. Kolari (1987),”Marketing
strategy implications of the Miles
and Snow Strategic Typology,”Journal of Marketing 51
(October), pp. 19-31.
[98]Burke, M.C. (1984), “Strategic choic and marketing
managers：an examination of
business-level marketing objectives,”Journal of
Marketing Research, November,
pp.345-359.24.
[99]Bettinger, C. (1987), “Developing Marketing
Strategy”, Jan-Feb, pp.64-71.13.,The
Bankers Magazin.
[100]Moriarty, R. T. and T. J. Kosnik (1989), “High-tech
marketing: concepts, continuity, and
change,” Sloan Management Review, 30(4), pp.7-17.
[101]Brockhoff, K. and A. Pearson (1992),” Echnical and
marketing aggressiveness and the
effectiveness of R&D”, IEEE Transaction on
Engineering Management Vol. 39 (4),
pp.318-324.
[103]Eisenhardt, K, (1989); “Agency theory: an assessment
and review”, Administrative Science Quarterly,
Vol.21, 57-74.
[104]Yin, R. K., Case Study Research(1994): Design and
Methods, Thousand Oaks, Calif.:
Sage, International Education and Professional.
[105]Cooper, D. R. and Schindler, P. S. (1998), Business
Research Methods, 6th ed., New
York: McGraw-Hill.
[107]Wimmer, R.D. & Dominick, J.R. (1987). Mass Media
Research: An Introduction. 2nd
ed.Belmont, CA: Wadsworth Publishing Company.