(3.230.76.48) 您好!臺灣時間:2021/04/15 00:26
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果

詳目顯示:::

我願授權國圖
: 
twitterline
研究生:歐慧聰
研究生(外文):Hui-Tsong Ou
論文名稱:半導體封裝測試產業競爭策略分析─以個案公司為例
論文名稱(外文):Competitive Strategy Analysis of Semiconductor Assembly & Testing Industry - An Example of a Case Company
指導教授:童超塵童超塵引用關係
指導教授(外文):Chau-Chen Tong
學位類別:碩士
校院名稱:國立雲林科技大學
系所名稱:工業工程與管理研究所碩士班
學門:工程學門
學類:工業工程學類
論文種類:學術論文
論文出版年:2008
畢業學年度:96
語文別:中文
論文頁數:79
中文關鍵詞:競爭策略平衡計分卡
外文關鍵詞:Competitive Strategy.Balance Scorecard
相關次數:
  • 被引用被引用:0
  • 點閱點閱:307
  • 評分評分:系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:0
本研究希望透過理論探討與經驗事實的對話,為台灣封測產業的後進者探索經營的方向與競爭的策略,以及利用平衡計分卡的觀點,探討個案公司的競爭優勢,為身處產業內中等規模的後進者找出策略方向、可行的策略。
研究結果認為個案公司在財務構面─資本支出策略方面,採取運用母公司資源,適度提昇營運槓桿,拉高安全邊際之策略。顧客構面─在銷售策略方面,以降低依賴反控環境為主軸。企業半導體產業垂直整合完整,建立策略聯盟。產品品質已獲主要國內大廠認證使用,藉此提高知名度,深耕客戶,維持現有客戶,積極擴大客源。企業內部流程構面─在產品策略方面,在低價大宗產品上要以更低的成本、價格和交期取得市場優勢(成本領導策略)。在產品創新上要採取利基型產品(市場區隔策略)。學習成長構面─建構公司為學習型組織,累積管理及技術經驗,培養人才,發揮個人潛力及團隊知識力量並養成持續改善、創新,強化經營體質。
The purpose of this research is to provide the management direction and competitive strategy through the theories study and real experience for the follower of Taiwan’s IC assembly and testing industry. Otherwise, this research would probe for the competitive advantage of the case company via the viewpoint of “The Balance Scorecard” (BSC) to find out the strategy direction for medium enterprises in the industry.
This research finds the following points from the case company: 1. On the financial perspective – the capital expenditure strategy of the case company adopts making use of the resources from their parent company, enhancing the proper operating lever and the safe limits. 2. On the Customer perspective – the principle of the sale strategy is reducing the dependence on the major customers and integrating its up- and down-stream industries to build up the strategic alliance in semi-conductor industry. Their products quality has already qualified by the major domestic companies in the semi-conductor industry and it helps to raise the popularity, gain the reliance from their customers, and increase new customers. 3.On the internal perspective – the product strategy adopts much lower cost and reducing the cycle time for the low price products to obtain market advantage(Cost Leadership Strategy). On products innovation, they adopt Niche Products for Market Segmentation. 4. On learning and growth perspective – they try to build up a study-orientated company, accumulating management and technology experience by training personnel to fully develop their potential and bringing overall knowledge to continually improve, innovate and strengthen business structure.
中文摘要 ------------------------------------------------------------------- i
ABSTRACT ---------------------------------------------------------------- ii
誌謝 ------------------------------------------------------------------------- iii
目錄 ------------------------------------------------------------------------- iv
表目錄 ---------------------------------------------------------------------- vi
圖目錄 ---------------------------------------------------------------------- vii
一、 緒論-------------------------------------------------------------------- 1
1.1 研究背景---------------------------------------------------------------- 1
1.2 研究動機---------------------------------------------------------------- 2
1.3 研究目的---------------------------------------------------------------- 3
1.4 研究對象與範圍------------------------------------------------------ 4
1.5 研究架構與流程------------------------------------------------------ 4
二、 文獻探討------------------------------------------------------------- 6
2.1 競爭策略---------------------------------------------------------------- 6
2.2 平衡計分卡----------------------------------------------------------- 12
2.3 產業概況-------------------------------------------------------------- 18
三、 研究方法----------------------------------------------------------- 22
3.1 研究設計-------------------------------------------------------------- 22
3.2 研究方法的選擇---------------------------------------------------- 22
3.3 個案研究法----------------------------------------------------------- 23
3.4 資料收集方式-------------------------------------------------------- 26
四、 個案公司介紹與競爭廠商分析------------------------------ 27
4.1 個案公司簡介-------------------------------------------------------- 27
4.2 個案公司營運狀況------------------------------------------------- 31
4.3 競爭廠商分析-------------------------------------------------------- 32
4.4 個案公司經營管理------------------------------------------------- 43
4.5 個案公司SWOT分析----------------------------------------------- 44
五、 策略分析----------------------------------------------------------- 46
5.1 以平衡計分卡四個構面做為診斷工具---------------------- 46
5.2 討論--------------------------------------------------------------------- 52
5.3 策略地圖-------------------------------------------------------------- 55
5.4 透過理論與事實的對話進行策略分析---------------------- 57
六、 結論與建議-------------------------------------------------------- 62
6.1 結論-------------------------------------------------------------------- 62
6.2 建議-------------------------------------------------------------------- 63
6.3 研究限制------------------------------------------------------------- 63
參考文獻 ----------------------------------------------------------------- 65
中文部份
[1]朱道凱譯,1999,平衡計分卡,資訊時代的策略管理工具〈Robert S. Kaplan & David P. Norton〉,台北,臉譜文化出版。
[2]李明軒、邱如美譯,1999,競爭優勢〈Michael E. Porter〉,台北,天下文化。
[3]張紹勳,2003,研究方法,滄海書局。
[4]吳安妮,平衡計分卡轉換策略為行動(上),會計研究月刊,第134期,頁133-139。
[5]吳安妮,平衡計分卡轉換策略為行動(中),會計研究月刊,第135期,頁102-115。
[6]吳安妮,平衡計分卡轉換策略為行動(下),會計研究月刊,第136期,頁108-117。
[7]周齊武、Haddad, K.、吳安妮,「企業推行平衡計分卡之可行結構-台灣經理人之觀點(一)」,會計研究月刊,第174期,頁137-141。
[8]周齊武、Haddad, K.、吳安妮,企業推行平衡計分卡之可行結構-台灣經理人之觀點(二),會計研究月刊,第175期,頁107-113。
[9]周齊武、Haddad, K.、吳安妮,「企業推行平衡計分卡之可行結構-台灣經理人之觀點(三)」,會計研究月刊,第176期,頁72-77。
[10]韓文仁、莊立民、廖曜生,以平衡計分卡觀點建構績效管理系統之實證研究─以台灣資訊電子業之個案公司為例,立德學報,頁9-30。
[11]梁桂蘭,2006,科技產業之競爭策略分析-以凌巨科技為例,碩士論文,育達商業技術學院,苗票縣。
[12]薛翔之,2005,DRAM測試廠競爭策略規劃探討─以高雄某IC測試公司為例,碩士論文,義守大學,高雄市。
[13]李建興,2005,運用平衡計分卡提升經營績效之研究─以某電子公司為例,碩士論文,國立台灣海洋大學,基隆市。
[14]鄭崑竹,2004,台灣覆晶封裝競爭策略分析─以S公司為例,碩士論文,國立中山大學,高雄市。
[15]許智翔,2003,動態性競爭策略分析模式─以半導體封裝業為例,碩士論文,國立中山大學,高雄市。
[16]黃泰章,2003,平衡計分卡分析企業策略之研究─以某化工業為例,碩士論文,國立中山大學,高雄市。
[17]陳美玲,2002,環境、競爭策略、平衡計分卡與經營績效關連性之探討─以我國資訊科技業為例,碩士論文,淡江大學,台北縣。
[18]丁信仁,2002,半導體事業策略聯盟之研究─以台塑集團為例,碩士論文,國立中正大學,嘉義縣。
[19]福懋科技股份有限公司,上市公開說明書,2006年。
[20]福懋科技股份有限公司,上市公開說明書,2005年。
[21]福懋科技股份有限公司,上市公開說明書,2004年。





英文部份
[1]Akmal S. Hyder and Pervez N. Ghauri,managing International Joint Venture Relationships,Industrial marketing Management, Vol.,29,2000, pp.205~218
[2]Ian N. Lings,Internal marketing and supply chain management,Journal of services marketing, Vol.,14, No. 1, 2000, pp.27~43
[3]Fuan Li and J.A.F.Nicholls,Transactional or Relationship Marketing:Determinants of Strategic Choices,Journal of Marketing Management, 2000, 16, 449~464
[4]Jay Barney,Firm Resources and Sustained Competitive Advantage,Journal of Management, 1991, Vol. 17, No. 1, pp. 99~120
[5]Pankaj Ghemawat,Sustainable Advantage,HBR,1986
[6]Achrol, Ravi S., 1997, Changes in the theory of interorganizational relations in marketing : Toward a network paradigm, Journal of the Academy of Marketing Science, vol23, No.1, pp56-71.
[7]Amit, R. and Schoemaker, P. J. H., 1993, Strategic Assets and Organizational Rent. (Strategic Management Journal)
[8]Anderson J.C., H. Hakansson & J. Johanson, 1994, Dyadic business relationships within a business network context, Journal of Marketing, vol58, pp1-15.
[9]Barney, J. 1991, Firm Resources and Sustained Competitive Advantage. (Journal of Management)
[10]Boret D. & J. Martha, 2000, From supply chain to value net, Journal of Business Strategy, July/August, 2000.
[11]Buckley, P. F. and Casson, M. 1988, A Theory of Cooperation in International Business
[12]Burt, R. S. 1997, The Contingent Value of Social Capital. (Administrative Science Quarterly)
[13]Contractor, F. J. and Lorange, P. 1988, Why Should Firms Cooperate? The Strategy and Economics Basis for Cooperative Ventures
[14]Dean J., S. Holmas & Smith, 2001, Understanding business networks : Evidence from the manufacturing and service sectors in Australia, Journal of small business management, January 1997.
[15]Dierickx, I. D. and Cool, K. 1989, Asset Stock Accumulation and the Sustainability of Competitive Advantage. (Management Science)
[16]Eisenhardt, K. M. and Martin, J. A. 2000, Dynamic Capabilities : What are They? (Strategic Management Journal)
[17]Ghemawat, P. 1986, Sustainable Advantage. (Harvard Business Review)
[18]Hakansson, H., 1987, Industrial Technological Development : Anetwork Apporach, Croom Helm, London, UK, pp.37-53.
[19]Hakansson, H., 1989, Corporate Technological Behavior : Cooperation and Network, London : Routledge Press, pp.15-28.
[20]Hakansson, H. and Johanson, J., 1988, Formal and Informal Cooperation Strategies in International Industrial Networks in : Contractor, Cooperative strategies in International Business(MA), Lexington Books.
[21]Hakanson, H. and Johanson J., 1993, The Network as a Governance Structure. Interfirm Cooperation Beyond Markets and Hierarchies G. Grahher(ed.), The Embedded Firm, The Socio-Economics of Industrial Network, London : Routledge, pp.35-51.
[22]Hakansson, H. and Snehota, 1995, Developing Relationship in Business Network. Routledge, London.
[23]Holm, D. B., Eriksson, K. and Johanson, J. 1999, Creating Value through Mutual Commitment to Business Network Relationships. (Strategic Management Journal)
[24]Hunt, S.D. & R.M. Morgan, 1994, Relationship marketing in the era of network competition, Marketing Management, vo3. No.1
[25]Kevin, R. A., Varadarajan, P. R. and Peterson, R. A.1992, First-Mover Advantage : A Synthesis, Conceptual Framework. (Journal of Marketing)
[26]Killing, F. P. 1988, Understanding Alliances : The Role of Task and Organizational complexity
[27]Lieberman, M. B. and Montgomery, D. B. 1998, First-Mover Advantage : Retrospective and Link With The Resource-Based View. (Strategic Management Journal)
[28]Pfeffer, J. and G.R. Salancik, 1978, The External Control of Organization : Aresource Dependence Perspective, NY, pp.134-181.
[29]Powell, W. W., Koput, K. W. and Smith-Doerr 1996, Interorganizational Collaboration and the Locus of Innovation : Networks of Learning in Biotechnology. (Administrative Science Quarterly)
[30]Prahalad, C. K. and Hamel, G. 1990, The Core Competence of the Corporation. (Harvard Business Review)
[31]Reed, R. and Defillipi, R. J. 1990, Causal Ambiguity, Barriers to Imitation and Sustainable Competitive Advantage. (Academy of Management Review)
[32]Shankar, V., Carpenter, G. S. and Krishnamurthi, L. 1998, Late Mover Advantage : How Innovative Late Entrants Outsell Pionners. (Journal of Marketing Research)
[33]Snow, C.C., Miles, R.E., & Coleman, H.J., 1992, Managing 21 stcentury network organization., Organizational Dynamics, 20(3), pp.53-72.
[34]Stalk, Jr. G. 1988, Time-The Next Source of Competitive Advantage. (Harvard Business Review)
[35]Thorelli, H.B., 1986, Networks : Between markets and Hierarchies, Strategic Management Journal, vol.7, pp.37-51.
[36]Thorelli, H.B., 1986, Network : Between Markets and Hierarchies, Strategic Management Journal, vol.7, No.1, pp.37-51.
[37]Thorelli, H. B. 1995, Networks : Between Markets and Hierarchies
[38]Tsai, W. and Ghoshal, S. 1998, Social Capital and Value Creation : The Role of Intrafirm Networks. (Academy of Management Journal)
[39]Wernerfelt, B. 1984, A Resource-Based view of the Firm. (Strategic Management Journal)
[40]Walker, G. 1988, Network Analysis for Cooperative Interfirm.
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
系統版面圖檔 系統版面圖檔