政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/136715
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113318/144297 (79%)
Visitors : 51025208      Online Users : 862
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
    •  Adv. Search
    Home ‧ Login ‧ Upload ‧ Help ‧ About ‧ Administer Goto mobile version
    政大典藏 > College of Commerce > MBA Program > Theses >  Item 140.119/136715


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/136715


    Title: 日系IC設計公司晶圓服務的新商業模式探討—以S公司為例
    The Research on the New Business Model of IC Design Service— A Case Study of Japanese Company S
    Authors: 杜偉誠
    Tu, Wei-Chen
    Contributors: 李易諭
    杜偉誠
    Tu, Wei-Chen
    Keywords: IC設計產業
    SWOT分析
    商業模式
    新產品開發流程
    專案管理
    Designing service
    SWOT analysis
    Business model
    New product development process
    Project management
    Date: 2021
    Issue Date: 2021-08-04 16:34:43 (UTC+8)
    Abstract: 近幾年的科技業產生兩大趨勢：第一、智慧物聯網(AIOT)世代的來臨，無論是車用電子、雲端運算、影像感測等裝置，其晶片功能都將結合人工智慧，具備聯網與深度學習的能力。第二、科技產品供過於求，致使電子品牌商力求產品差異化，紛紛要求IC設計公司為其客製化晶片。上述兩大趨勢，使晶圓設計服務越來越受重視，而有些IC設計業者則看準趨勢，從自有品牌的標準化晶片設計模式，轉型成高階客製化的代工設計模式，不僅脫離品牌經營的風險、更能深入了解客戶的差異化需求，並提升設計技術的能力。
    本研究以兩大知名日本科技公司的合資企業—S公司為個案研究對象，探討其晶圓設計模式的轉型之路。在日本半導體產業20世紀末衰落之時，持有S公司之兩家母公司進行業務重整與企業轉型，專攻高階系統級晶片的研發設計，累積了豐富的技術資源；此外，也在經營自有品牌的標準化晶片市場中，累積了大量的營銷知識。上述資源也成為現在S公司商業模式轉型的重要競爭利基。
    本研究首先針對S公司從標準化轉型至客製化的晶片設計模式，進行SWOT分析並彙整出TOWS矩陣，了解其轉型策略與優劣勢，再依序進行商業模式、新產品開發流程、與專案管理方式的比較。研究中發現，有客製化晶片需求的客戶旨在創造競爭差異性，與標準化晶片的快速量產需求截然不同，因此客製化晶片是著重高端技術的ODM商業模式，並在產品開發流程、與專案管理上講求客戶導向，以提升客服品質與合作體驗，藉此達成與客戶共同設計晶片上的口碑行銷。
    反之，由於標準化晶片技術純熟、且矽智財的配置皆已模組化，可迅速驗證量產，因此標準化晶片是著重廣泛應用的OBM商業模式，在產品開發與專案管理上講求產品導向，以符合既定產品規格，藉此達成晶片設計上的品牌行銷。
    依據本研究，筆者對於S公司轉型客製化晶片設計的策略規劃與專案執行層次分別總結以下建議，希望做為其日後經營管理上的參考:
    在策略規劃上，筆者建議有三：一、針對行銷策略，建議S公司積極與知名製造商、品牌商合作聯名，擴大市場能見度。二、針對供應鏈策略，建議S公司與供應商強化關係，取得最新材料設備或合作機會。三、針對競爭策略，建議S公司與現有客戶鞏固合作關係，培養熟悉與信任感之餘，嘗試最新市場應用與技術開發機會。
    在專案執行上，建議有二：一、S公司應當教育客戶晶圓設計的驗證機制，使客戶熟悉客製化的流程、培養信任感。二、S公司應積極培養研發人才的高階設計技術、以及業務人員的諮詢與服務品質訓練。
    In recent years, two major forces have reshaped the technology industry: First, the generation of Artificial Internet of Things (AIOT) is coming. Electronic devices such as automotive electronics, cloud computing and image sensing, are equipped with chips with artificial intelligence, enabling the ability of connecting and deep learning. Second, as electronic products are oversupplied, brand owners will require fabless companies to customize chips to create differentiation. As a result, IC design service are becoming more important than ever. To accommodate themselves to these forces, some fabless companies have started transforming their business model from the original brand manufacturing (OBM) of standardized chip designing to the original design manufacturing (ODM) of high-end customized chip designing. Not only have they removed the risk of brand managing, they also understood customers’ demands more deeply.
    This research takes S company (S), a joint venture of two well-known Japanese technology companies, as a case study object to discuss the transformation of its IC design model. When the Japanese semiconductor industry started to decline at the end of 20th century, the two companies reorganized and transformed their business to the sphere of high-level system on chip (SOC) designing, which helped them collect many technical knowledges. They managed their own brands, accumulated a lot of experience in sales. Theprocess has created a solid foundation for S to transform its business model.
    To understand S’s new business strategy, this research conducts SWOT analysis and compiles TOWS matrix for its transformation from standardized to customized designing service. Then, the study compares these business models, disclosing how they affect the process of new product development (NPD) and project management (PM). The research discovers that customers of customized designing service bear tremendous difference from that of standardized designing service. They try to create product differentiation and focus on high-end technical services of ODM business model, conducting NPD and PM for customer orientation and improving word of mouth marketing (WOMM) of cooperative-designing.
    On the contrary, since standardized designing is matured and its relevant intellectual property cores are modularized, it focuses on OBM business model whose NPD and PM are conducted for product orientation The standardized designing service conforms to the existing products’ specification and improving the profit of brand marketing of chip design.
    This research concludes suggestions for S’s transformation to customized designing in terms of strategy planning and project implementation, in hope that it provides S with reference for future operation and management:
    On strategy planning level, there are three suggestions. First, for marketing strategy, S should actively cooperate with well-known manufacturers and brand owners to expand market visibility. Second, for the supply chain strategy, S should strengthen its relationship with suppliers and obtain the latest materials, equipment, and cooperation opportunities. Third, for competitiveness strategy, S should align partnerships with existing customers by cultivating familiarity and trust, as well as exploring the latest technology development and applications.
    On project implementation level, this research offers two suggestions. First, S should educate customers with the verification mechanism, so they can be familiar with the customized process and develop a sense of trust with S. Second, S should actively enhance talents cultivation in the field of high-level R&D and sales consultancy.
    Reference: 一、 中文文獻
    丁志華，(2018)。矽說台灣—台灣半導體產業發展與全球地位。科學發展，541，21-29。
    司徒達賢，(2004)。策略管理新論。台北市：遠流出版社。
    台南市議會官方網站，因應南科三期用地確定，建請都發局進行鄰近區域的用地檢討，上網日期2020年07月15日，檢自：https://www.tncc.gov.tw/motionpage1.asp?mainid=2E251E40-3415-43C7-988D-9DDCA2546759
    全柔炫(2018)。壽險業進入韓國市場國際化策略之研究－以A公司為例。未出版之碩士論文，國立政治大學，企業管理研究所(MBA學位學程)，台北市。
    江柏風、岳俊豪、范哲豪、陳靖函、彭婷筠、彭茂榮、黃慧修、 黃鈺媖、葉錦清、楊啟鑫、劉美君、練惠玉，2020年。《2020半導體產業年鑑》。新竹縣：財團法人工業技術研究院產業科技國際策略發展所。
    行政院新聞傳播處，半導體射月計畫—強化我國半導體產業核心關鍵技術，上網日期2021年01月22日，檢自：https://www.ey.gov.tw/Page/5A8A0CB5B41DA11E/188491a9-11d2-4159-8631-35642cb039ce
    杜榮瑞、薛富井、蔡彥卿、劉啟群，(2016)。財務報表分析。台北市：東華書局。
    呂執中，策略規劃與執行概論，上網日期2021年04月20日，檢自：http://ebooks.lib.ntu.edu.tw/1_file/moeaidb/013427/930809a.pdf
    菊地正典，(2016)。半導體工廠：設備、材料、製程及提升產業復興的處方籤。新北市：世茂。
    經濟部投資業務處，台灣重點發展產業：半導體，上網日期2021年04月05日，檢自：https://investtaiwan.nat.gov.tw/showPage?lang=cht&search=127
    新唐科技官方網站，財務資訊 / 新唐科技宣佈取得日本Panasonic半導體相關事業，上網日期2021年04月20日，檢自：https://www.nuvoton.com/search/?channel=&keyword=panasonic
    陳冠今(2019)。數位轉型、供應鏈整合與供應鏈績效關係之研究 -以T公司為例。未出版之碩士論文，國立政治大學，企業管理研究所(MBA學位學程)，台北市。
    陳皎眉、林宜旻、徐富珍、孫旻暐、張滿玲，(2015)。心理學(二版)。台北市：雙葉書廊。
    張順教，(2014)。高科技產業與策略分析(二版)。台北市：華泰文化。
    國家發展委員會，協調推動產業創新計畫，上網日期2021年04月20日，檢自：https://www.ndc.gov.tw/Content_List.aspx?n=9D024A4424DC36B9
    寫點科普，一看就懂的 IC 產業結構與競爭關係，上網日期2021年05月11日，檢自：https://kopu.chat/2017/04/08/ic-industry/
    黃俊英，(2008)。行銷研究。台北市：華泰文化。
    許光華，(2006)。專案管理：知識體系的觀點。台北市：華泰文化。
    許士軍，(2001)。管理學(第十版)。台北市：東華書局。
    賴士葆，(1990)。管理新思潮。台北市：管拓文化事業公司。
    魏煒、朱武祥，(2010)。重構商業模式。中國上海市：機械工業出版社。
    謝志峰、陳大明，(2019)。一本書看懂晶片產業。台北市：早安財經文化。
    聯華電子官方網站，聯華電子公佈 2018 年第二季財務報告，上網日期2021年04月20日，檢自：https://www.umc.com/zh-TW/News/press_release/Content/investor/20180725
     
    二、 英文文獻
    Arm Blueprint staff. (2020, March 31). Cloud AI, Edge AI, Endpoint AI. What`s the Difference? ARM Official website. https://www.arm.com/blogs/blueprint/cloud-edge-endpoint-ai
    Boyce, C., & Neale, P. (2006, May). CONDUCTING IN-DEPTH INTERVIEWS: A Guide for Designing and Conducting In-Depth Interviews for Evaluation Input. Pathfinder International Publishing. https://donate.pathfinder.org/site/DocServer/m_e_tool_series_indepth_interviews.pdf;jsessionid=00000000.app20101b?NONCE_TOKEN=91C79F16E3937699788ED7CDDCCA1938
    Cooper, R.G. (1993). Winning at New Products – Accelerating the Process from Idea to Launch. Perseus Books.
    Creswell, J. W. (1998). Qualitative inquiry and research design: Choosing among five traditions. Sage Publications.
    Deloitte Insights. (2019). Semiconductors – the Next Wave. Deloitte. https://www2.deloitte.com/tw/tc/pages/technology-media-and-telecommunications/articles/semiconductor-next-wave.html
    Floyd, T.D., Levy, S., & Wolfman, A.B. (1993). Winning the New Product Development Battle. IEEE.
    Gassmann, O., Frankenberger, K., & Csik, M. (2014). The Business Model Navigator ePub eBook: The Business Model Navigator: 55 Models That Will Revolutionise Your Business. FT Publishing International.
    GÜREL, E., & TAT**, M. (2017). SWOT ANALYSIS: A THEORETICAL REVIEW. The Journal of International Social Research, 10(51), 994-1006. https://www.researchgate.net/publication/319367788_SWOT_ANALYSIS_A_THEORETICAL_REVIEW
    Hill, C.W.L. & Jones, G.R. (1989). Strategic Management: Theory & Cases: An Integrated Approach. Cengage Learning.
    Humphrey, S. A. (2005). SWOT Analysis for Management Consulting. SRI Alumni Association Newsletter.
    Kenny, G. (2019). 5 Simple Rules for Strategy Execution. Harvard Business Review. https://hbr.org/2019/10/5-simple-rules-for-strategy-execution
    Kotler, P., & Armstrong, G. (2011). Principles of Marketing (14th ed.). Pearson College Div.
    Kaji, J., Devan, P., Gangopadhyay, N., Bhat, R., Khan, A., Bordoloi, S., & Prusty, A. (2020). Technology, Media & Telecommunications Predictions 2021. Deloitte Insights. https://www2.deloitte.com/content/dam/insights/articles/US93838_TMT_Predictions_2021/DI_2021-TMT-predictions.pdf
    Kew, J., & Stredwick, J. (2010). Human Resource Management in a Business Context (3rd ed.). CIPD - Kogan Page.
    Linder, J., & Cantrell, S. (2000, May). Changing Business Models: Surveying the Landscape, Accenture Institute for Strategic Change. http://www.businessmodels.eu/images/banners/Articles/Linder_Cantrell.pdf
    Meredith, J. R., & Mantel, S. J. (1989). Project Management. Wiley.
    Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Wiley.
    Ovans, A. (2015). What Is a Business Model? Harvard Business Review. https://hbr.org/2015/01/what-is-a-business-model
    Project Management Institute. (2021, March). What is Project Management. PMI Official website. https://www.pmi.org/about/learn-about-pmi/what-is-project-management
    Reeser, C. (1973). Management: Function and Modern Concepts. Scott Foresman & Co.
    Ronkainen, I.A. (1985). Criteria changes across product development stages. Industrial Marketing Management, 14, 171–178.
    Stevenson, W. J. (2004). Operation Management. McGraw-Hill.
    Sampson, P. (1970). Can Consumer Create New Products. Journal of the Marketing Research Society, 12, 40-52.
    Souder, W.E. (1988). Managing Relations between R&D and Marketing in New Product Development Projects. Journal of Product innovation management, 5, 6-19.
    Sniukas, M., Lee, P., & Morasky, M. (2016). The Art of Opportunity: How to Build Growth and Ventures Through Strategic Innovation and Visual Thinking. Wiley.
    Trott, P. (1998). Innovation Management and New Product Development. Trans-Atlantic Publications.
    Timmers, P. (1998). Business Models for Electronic Markets. Journal on Electronic Markets, 8, 3-8. http://www.electronicmarkets.org/fileadmin/user_upload/doc/Issues/Volume_08/Issue_02/V08I2_Business_Models_for_Electronic_Markets.pdf
    Veryzer, R.W. (1998). Discontinuous Innovation and the New Product Development Process. Rijksuniversiteit Groningen. https://www.studeersnel.nl/nl/document/rijksuniversiteit-groningen/organizing-for-innovation/samenvattingen/article-veryzer-1998/10197987/view
    Weihrich, H. (1982). The TOWS matrix-A tool for situational analysis. Long Rang Planning, 15, 54-66. https://www.academia.edu/34211017/The_TOWS_Matrix_A_Tool_for_Situational_Analysis
    Weill, P. & Vitale, M. R. (2001). Place to space: Migrating to eBusiness Models. Harvard Business School Press.
    Yin, R. K. (1984). Case Study Research: Design and Methods. Sage Publication.
    Yin, R. K. (1993). Case Study Research: Design and Methods (2nd ed.). Sage Publication.
    Description: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    108363019
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0108363019
    Data Type: thesis
    DOI: 10.6814/NCCU202100974
    Appears in Collections:[MBA Program] Theses

    Files in This Item:

    File Description SizeFormat
    301901.pdf3083KbAdobe PDF20View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback