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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/102006

    Title: 半導體通路商經營策略之研究 : 以A公司在台灣市場為例
    Other Titles: The reseach of semiconductor distributor business strategy : a case study of A Company in Taiwan
    Authors: 何佳容;Ho, Chia-Jung
    Contributors: 淡江大學國際商學碩士在職專班
    林江峰;Lin, Chiang-Feng
    Keywords: 半導體通路商;經營策略;semiconductor distributor;Business Strategy
    Date: 2014
    Issue Date: 2015-05-04 09:45:08 (UTC+8)
    Abstract: 隨著市場需求瞬息萬變、科技技術不斷變革、面對競爭激烈,下游終端系統製造商為降低庫存風險及製造成本將捨直接向原廠購料而選擇以協助客戶降低採購成本、庫存管理與倉儲配送、多元化的產品線、電子化程度高,財務健全,同時提供完整的解決方案與設計技術服務,海外支援據點多的通路商來做搭配。近年來,通路商面臨受到毛利不斷下滑,半導體通路商未來發展應如何訂定經營模式,以提昇競爭優勢與維持獲利能力?


    With the rapid technology change and market demand, end manufactures would choose to do business with distributors instead of IC suppliers. The key factors are semiconductor distributors with healthy finaning enable to reduce procurement costs and risk with product sourcing management and to offer supply chain efficiency and product availability with breadth of lines cards. In order to differentiate the value from other competitors, distributors bring technology total solutions and design services in the broad, local geographical presence for their service. For the past years, distributors have been facing gross profit challenge. How can semiconductor distributors manage their business strategy to survive in adversity with profitable growth and to gain competive advantages?
    This research is based on A global distributor to focus on Taiwan semiconductortor market business strategy as a case study and analyze through academic research with primary and secondary data collection from interview. First of all, we applied Porter’s Five Forces Analysis to understand semiconductor industry structure, market situation and its future trends. Second, we applied SWOT analysis to evaluate individual company’s existing competitive advantages, and then take this basis from the theory of intermediary selection factors to evaluate its external opportunity and threat and internal strengthes and weakness. Finally, we analyzed interview data to confirm key factors for successful marketing strategy.
    From the result of this research, key factors of constraints and maxizie include the following items. OPEX management is to analyze controllable/uncontrollable or fixed/variable/mixed OPEX. Inventory is to manange by turn. DSO/DPO Management is to tighten credit policy to reduce DSO and continue and negotiate with suppliers to extend payment terms. Create differentiated value proposition and enhance market segmentation. Focus on high margin business and drive solution development. Enlarge and gain market share through M&A.
    Appears in Collections:[國際企業學系暨研究所] 學位論文

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