臺灣博碩士論文加值系統

消費者在選購Apple、Samsung、HP、Sony的電腦或是其他數位產品時，決定的關鍵是企業的品牌力。而一般說來，分配供應鏈中成員利潤的正是品牌廠商。即便背後為這些客戶代工或生產各類數碼產品的亞洲企業，例如台灣公司如星羅棋布般，努力為同行中的佼佼者生產零件；然而大多數的消費者卻從未在意這些企業的名字。可是鴻海或許可能是其中一個例外。本文將以鴻海、夏普及三星為例，個案討論幾種企業垂直整合的型態。
鴻海集團近年來以驚人的速度壯大成長。與之形成對比的，夏普和日本消費電子產品業的同行一樣，經營狀況江河日下。今年3月27日，鴻海集團同意以669億日元（約8億美元）的價格，收購困境中的日本消費電子廠-夏普10%的股份。集團總裁郭台銘先生，也和其他投資者一起，以相近的價格買下了夏普位於日本堺市的一家工廠93%股權中的一半。這家目前世界唯一的面板十代廠生產大型液晶顯示器面板；經營問題主要來源於下滑的銷售業績：LCD顯示器及LCD電視價格的不斷下跌，這部分的收入約佔夏普總收入的40%。夏普的堺市工廠於2009年開始生產，一直以來都只能以不到總產能的50%來運作。如果LCD製造業讓人損失慘重，為何鴻海卻熱衷於此？郭台銘董事長正在運籌帷幄，盼望鴻海集團能繼續在垂直整合的成長方面取得成功。或許他有把握，蘋果公司將如市場情報所說，很快地開始進軍智慧電視市場，或是韓系廠商在供應鏈中的控制力消退，然後他和鴻海就可以再一次在轉變的情勢當中成長並獲利了。
而歸納並研究鴻海、夏普、三星電子等公司的個案情況後，本文作者認為影響產業或公司走向垂直整合的因素有：當外部交易成本過高、速度是決勝關鍵、供應鏈中某一環節的技術領先，控制力增加時，結構走向垂直整合時。反之與上述情況相反時，加上擁有利基技術的挑戰者加入、原先的大公司出現組織僵化時，結構將會走向水平分工。

When consumers around the world pick up a computer or other gadget sold by Apple, Samsung, HP or Sony, they often buy it based on the strength of brand. Generally speaking, brand companies enjoy most of the profit in the value chain. Yet many of those items are actually built by Asian suppliers. For example, TAIWAN is home to a constellation of companies most people have never have heard of, making electronic gadgets and components for others with household names. However, Hon Hai might be an exception. In this thesis we will discuss three types of vertical integration: Full Integration, Quasi-integration and Tapered Integration. And discuss cases that who take vertical integration as their most important business growth strategy, such as Hon Hai, Sharp and Samsung.
Hon Hai has grown at an astonishing rate these years. In sad contrast Sharp, like the rest of Japan''s electronics companies, has gone blunt. On March 27th Hon Hai, which is also known as Foxconn, agreed to buy about 10% of Sharp for ￥66.9 billion ($0.8 billion). For a similar sum its chairman, Terry Gou, and other investors are buying half of Sharp''s 93% stake in a 10G factory in Sakai, Japan, that makes large liquid-crystal display (LCD) panels. Most of Sharp troubles can be explained by declining sales and prices of LCDs and LCD televisions, which account for something like 40% of its revenue. The Sakai factory, which opened in 2009, has been running at half its capacity. If LCDs have become such a miserable business, why is Hon Hai so keen to get into it? Just as plausibly, however, Mr Gou is making a bet on its continued success in his vertical integration business model. He may reckon that Apple will, as has long been rumored, soon start making televisions—and that his wealth and Hon Hai will continue to growth and profit again.
According to the case studies and the literature review, we find electronics companies will choose vertical integration when transaction cost is too high, or when time to market and time to volume are the key success factors. Other reasons including that when technical advances in one subsystem can give market power to its owner or market power in one subsystem encourages engineering integration with other subsystems to develop proprietary integral solutions. On the other hand, when the relentless entry of niche competitors hoping to pick off discrete industry segments, or when the bureaucratic and organizational rigidities that often settle upon large, established companies; these forces of disintegration will push toward a horizontal and modular configuration.

ACKNOWLEDGEMENT i
ABSTRACT (CH) ii
ABSTRACT (EN) iii
CONTENTS v
LIST OF FIGURES vii
LIST OF TABLES ix
Chapter 1 Introduction 10
1.1 Research Background and Questions 10
1.2 Research Methodology 13
1.3 Thesis Structure 16
Chapter 2 Literature Review 18
2.1 The Various Dimensions of Strategy 18
2.2 Vertical Integration and Synergy 21
2.3 The Double Helix Model in Supply Chain Design 25
Chapter 3 The ICT Industry 30
3.1 The Computer industry 30
3.2 The LCD industry 35
3.3 The EMS industry 45
Chapter 4 Integration or Disintegration? 49
4.1 Analysis Structure of Case Study 49
4.2 Hon Hai Precision Industry Co. 49
4.3 Sharp Corporation 62
4.4 Samsung Electronics Co. 69
4.5 Strategic Implications of the Growth Pattern 80
Chapter 5 Conclusion and Suggestion 83
5.1 Research Conclusion 83
5.2 Research Suggestions 85
5.3 Suggesstins on Future Research 85
REFERENCE 87
APPENDIX 91

Chinese:

1.中國經濟日報採訪編著(2010)，代工之王 : 郭台銘傳奇，台北：好優文化出版。
2.石賜亮(2000)，台灣傳統集團企業多角化與國際化成長策略之研究，臺灣大學國際企業學研究所碩士論文。
3.伍忠賢(2006)，鴻海藍圖，台北：五南圖書出版股份有限公司。
4.徐明天(2007)，郭台銘與富士康，北京：中信。
5.高世建(2008)，TFT-LCD廠商向上垂直整合之策略研究 －以友達為例，臺灣大學國際企業學研究所碩士論文。
6.陳芃婷(2006)，主動培養核心能力以創造競爭優勢：以鴻海企業為實證案例，交通大學科技管理研究所博士論文。
7.湯明哲(2003)，策略精論－基礎篇，台北：天下遠見出版有限公司。
8.湯明哲(2011)，策略精論－進階篇，台北：旗標出版股份有限公司。
9.張戌誼等著(2005) ，五千億傳奇 : 郭台銘的鴻海帝國，台北: 天下雜誌。
10.張殿文(2008) ，虎與狐 : 郭台銘的全球競爭策略，台北: 天下雜誌。
11.盧純霞(2009)，台灣面板產業併購策略與綜效分析 –以友達與奇美為例，臺灣大學商學研究所碩士論文。

English:
1.Acemoglu, Daron et al. (2010). Vertical Integration and Technology: Theory and Evidence. Journal of the European Economic Association 8.5, 989-1033.
2.Bae, SC, and Sunwoo Kim (2011). Samsung Electronics – Transitioning to a new era. Seoul: Barclays Capital.
3.Baghai, Mehrdad, Steve Coley, David White, and Stephen Coley (2000). The Alchemy of Growth: Practical Insights for Building the Enduring Enterprise. NY: Basic Books.
4.Balfour, Frederik and Tim Culpan (2010). Inside Foxconn: The Man Who Makes Your IPhone, Bloomberg Businessweek, 58-69.
5.Burgelman, Robert, Clayton Christensen and Steven Wheelwright (2008). Strategic Management of Technology and Innovation. NY: McGraw-Hill.
6.Chen, Ming-Jer (2012). Competitive Dynamics: Themes, Trends, and a Prospective Research Platform. Academy of Management Annals, 6:1-89.
7.Chung, Min-Min (2004). A Study on the Acquisitive Growth Strategy of Global EMS Companies. Master thesis, National Taiwan University, Taipei, Taiwan.
8.Constance, Scott C. (2001). A Value Chain Perspective on the Economic Drivers of Competition in the Wireless Telecommunications Industry. Master thesis, MIT, MA, U.S.
9.Fine, Charles H. (1999). Clockspeed: Winning Industry Control in the Age of Temporary Advantage. NY: Basic Books.
10.Folgo, Elena J. (2008). Accelerating Time-to-Market in the Global Electronics Industry. Master thesis, MIT, MA, U.S.
11.Han, Insoo, Keunyeob Oh and Jinman Yoo (2012). Changes in Competitiveness of LCD Industry of East Asia: From Bamboo Capitalism to Water Lily. International Telecommunications Policy Review, Vol. 19, No. 1, 15-41.
12.Khanna, Tarun, Jaeyong Song, and Kyungmook Lee (2011). The Paradox of Samsung''s Rise. Harvard Business Review, 142-147.
13.Kraemer, Kenneth L., Greg Linden, and Jason Dedrick1 (2011). Capturing Value in Global Networks: Apple’s iPad and iPhone. University of California, Irvine, University of California, Berkeley and Syracuse University.
14.Lee, Byung –Chul (2008). The Life Cycle of Samsung Electronics.
15.McGrath, Michael E. (2000). Product Strategy for High Technology Companies. NY: McGraw-Hill.
16.Moore ,Geoffrey A. (2002). Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers. NY: Harper Business.
17.Mudambi, Ram (2008). Location, control and innovation in knowledge-intensive industries. Journal of Economic Geography, Discussion Paper.
18.Porter, Michael E. (1998). Competitive Advantage: Creating and Sustaining Superior Performance. NY: The Free Press.
19.Porter, Michael E. (1998). Competitive Strategy: Techniques for Analyzing Industries and Competitors. NY: The Free Press.
20.Riordan, Michael H. (2005). Competitive Effects of Vertical Integration. Department of Economics, Columbia University, Discussion Paper.
21.Su, Yu-Li (2008). Mobile Internet 2.0 Ecosystem Analysis. Master thesis, National Taiwan University, Taipei, Taiwan.
22.Tseng, Tony, Tina Chang and Jeffrey Su (2009). Hon Hai Precision Industry: Stronger consolidator; upgrade to Buy. Taiwan: Bank of America Merrill Lynch.
23.Viguerie, Patrick, Sven Smit, and Mehrdad Baghai (2008). The Granularity of Growth: How to Identify the Sources of Growth and Drive Enduring Company Performance. NJ: Wiley.
24.Woetzel, Jonathan, et al. (2009). Preparing for China’s urban billions. McKinsey Institute.
25.Wu, Johnson (2006). Improving the Flexibility of the Desktop PC Supple Chain. Master thesis, MIT, MA, U.S.
26.Yang, Kirk, Wayne Dong and Richard Cheng (2012). A detailed analysis of Hon Hai – where is the other magic “fruit” ex-Apple? Hong Kong: Barclays Capital.
27.Yu, Seongjae (1999). The Growth Pattern of Samsung Electronics: A Strategy Perspective. International Studies of Management & Organization. Vol. 28, No. 4, 57-72.
INTERNET
1.天下雜誌: www.cw.com.tw/
2.今周刊: www.businesstoday.com.tw/
3.先探雜誌:http://weekly.invest.com.tw/
4.商業周刊: www.businessweekly.com.tw/
5.遠見雜誌: www.gvm.com.tw/
6.Apple: http://www.apple.com/pr/
7.Hon Hai: http://quicktake.morningstar.com/stocknet/secdocuments.aspx?symbol=2317&country=twn
8.Samsung: http://www.samsung.com/us/aboutsamsung/corporateprofile/ourperformance/annualreports.html
9.Sharp: http://www.sharp-world.com/corporate/ir/library/annual/index.html