| 摘要: | 本研究是以台灣半導體通路產業的發展現況，來探討企業競爭策略之形成，以及企業面對內部環境要素、外部環境要素與產業環境變化時，如何以本身之競爭優勢來達成企業之使命陳述。最後，透過個案公司制定之競爭策略來檢視是否符合該企業之使命陳述，而達到相輔相成的效果。本研究採用個案研究分析方法，透過國內外之文獻探討、初級資料與次級資料之搜集，得到本研究歸納結論如下：
一、本研究以廠商理論為基礎，以企業使命為決策思考中心，來探討公司的營運及通路策略。個案公司在企業使命陳述下，評估其內部環境、外部環境與產業環境三大環境之各要素作用下，歸納出其具有優勢之競爭要素，進而演變成該企業之策略形成。此可做為個案公司制定特定競爭策略時之參考依據。
二、每個企業都會受到自身所處的環境影響，在環境的變遷下，企業的使命陳述將帶領企業邁向營運的目標與方向。因此，企業在各種階段的發展中，所制定之使命陳述將表現出不同時期之策略形成。而此策略形成也將隨著時間的變遷，而對企業身處的競爭位置相對有所改變。
三、經由7S模型、五力模型與PESTEL的理論架構分析下，可知台灣半導體通路業者H公司，在內部環境上以「專業團隊、靈活運籌」來因應環境之變化，在外部環境上以「共同開發、合作聯盟」來因應環境之變化，在產業環境上以「電子系統、網路發達，促進產業發展」為立足點及發展主軸。而策略形成以「提昇顧客滿意度，擴大通路網」來達成「成為全方位積體電路半導體優質廠商」之企業使命。
This study concentrates on the current development of semiconductor channel in Taiwan which emphasis on business strategy formulation as to assess to the internal environmental factors and external environmental factors through the mission statement of the target company. Finally, through the competition strategy formed by the target company, it’s clear to see if that can match their mission statement. This research adopts the means of case study analysis, and thus the conclusions of the research are made based on the discussion of domestic and foreign documents, collections of primary and secondary documents. They are listed as follows:
(1) Based on firm theory and the enterprise mission statement as decision making center, to discuss how to run a company and the channel strategies. From the mission statement of the case company, to evaluate its internal, external and industrial factors, which are summed up its competitive advantages and further to form their enterprise strategies. This can be considered how the strategies are formed to be the case company’s reference for their modifying their particular competitive strategies.
(2) Every enterprise will be influenced by their own environment, under these environmental changes, the enterprise statement shall lead them to achieve their goals successfully. Therefore, the enterprise has different strategies when they are in different stages. With the time goes by, the strategies will be changed by the enterprise of their position in the environment.
(3) Through the 7S Model, Five Forces Model and PESTEL theoretical analysis, we know that in the internal environment, Taiwan semiconductor channel H company uses “Profession teamwork, and efficiency logistics” to adjust accordance with the environmental change; in the external environment, they use “Co-development, alliance” to adjust accordance with the environmental change; in the industrial environment, they use “Electric system, worldwide internet, improving the industry development ”as their standpoint. Their strategy formulation to improve customer satisfaction and broaden channels to approach their mission statement “becoming the sweeping IC semiconductor high quality company”. |
