A Case Study on the Business Strategy of Semiconductor Backend Equipment Distributors
|關鍵字:||半導體設備;產業價值鏈;競爭策略;semiconductor equipment;value chain;competitive strategy|
Based on the future requirements for the supply chain of semiconductor industry worldwide, foundry industry in Taiwan will continue to boost huge demand of semiconductor equipment and its related equipment service business. Especially for semiconductor backend testing and packaging companies, they are all having aggressive plans for expansion due to the migration to copper wire bonding, 3D IC and outsourced testing and packaging needs from IDMs. Due to these equipment needs for capacity increase and new applications, the industry of equipment service is growing and changing drastically with the fact that Taiwan is now the focus of worldwide semiconductor equipment vendors. This thesis reports on the competition situation of semiconductor backend equipment service industry through industry analysis, five-force analysis and value chain analysis from a case study. It leads the related companies to understand their own strength and weakness, identify their competitive advantages and come up with right business strategy. Under the circumstances of matured semiconductor industry and rapid-changing backend applications, the negotiation power of customers and competition among existing players are the two major forces to dominate the competition environment. From the comparison of three business models - local equipment vendors, Taiwan branch offices and equipment distributors, we can understand that Taiwan branch offices tend to adopt product leadership strategy, whereas equipment distributors go for total customer solution strategy. There are pros and cons for each business models, one should rely on its business model and competitive advantages to choose its customer groups and develop market strategy. Meanwhile, as training and development for technical staffs is the weakness of local equipment vendors and equipment distributors, excellent human resource management will be the key to develop their sustainable competitive advantage. The key successful factors for equipment distributors are the following : (1) Seizing the growth opportunities for new products and new applications, (2) Excellent customer relationship management, (3) Strategy of total customer solution, (4) Long-term stable partnership with equipment vendors, (5) Focus on after service and applications support, and (6) Excellent human resource. Equipment distributors should strive to develop these key successful factors to build up sustainable competitive advantages.
|Appears in Collections:||Thesis|