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| Title: | 企業新事業發展策略：以A公司為個案研究
Strategies for New Business Development: A Case Study of Company A in the IC Design Industry |
| Authors: | 蕭建忠
Hsiao, Chien-Chung |
| Contributors: | 黃國峯
Huang, Kuo-Feng
蕭建忠
Hsiao, Chien-Chung |
| Keywords: | 新事業發展
企業策略
矩陣式組織
雙元組織
差異化策略
IC設計產業
半導體產業
產業生命週期
創投
企業創投
New business development
Corporate strategy
Matrix organization
Ambidextrous organization
Differentiation strategy
IC design industry
Semiconductor industry
Industry life cycle
VC
CVC |
| Date: | 2025 |
| Issue Date: | 2025-09-01 14:43:27 (UTC+8) |
| Abstract: | 本研究探討半導體產業中 IC 設計公司的新事業發展策略，以 A 公司為個案研究對象。隨著全球半導體產業競爭日趨激烈，台灣 IC 設計公司面臨產品生命週期進入成熟期、中國大陸同業崛起及價格戰等多重挑戰，企業需要突破既有框架尋求持續成長的動能。在此背景下，如何在公司內部有效發展新事業，以創造第二成長曲線成為關鍵議題。
研究透過產業生命週期理論、安索夫矩陣及資源基礎理論等分析工具，系統性探討新事業在評估內外部資源優勢、制定產品開發方向及組織形態運作等方面的關鍵問題。透過文獻分析、深度訪談及次級資料收集，本研究對 A 公司在類比 IC 設計領域二十多年的發展歷程及其新事業單位的成長策略進行全面剖析。
研究發現，A 公司在以「提升產品毛利為優先、提供客製化特殊規格解決方案」的總體策略目標前提下，針對新事業採取差異化競爭策略，避免陷入低毛利的價格競爭。公司充分運用其在混合訊號設計、客戶關係管理及快速回應市場等核心能力，將新事業方向定位於感測 IC 領域，特別是工業控制應用的光耦合 IC 產品，實現產品與既有業務的技術協同效應。同時，A 公司調整組織架構從功能型組織轉變為矩陣式結構，賦予新事業單位更高的決策自主權，使其能有效整合研發、應用工程及業務開發等部門資源，克服傳統組織架構下新事業資源被排擠的困境。
本研究結果可作為 IC 設計產業中面臨相似轉型挑戰企業的參考，提供從策略擬定到組織調整的系統性方法，協助業者在高度競爭的市場環境中開創持續成長的新路徑。研究進一步建議，企業應視新事業發展階段適時調整組織型態，考慮引入員工入股或創投資金等方式，以提升新事業的動能及長期發展潛力。
This study examines the strategies for new business development in IC design companies, using Company A as a case study. As global semiconductor industry competition intensifies, Taiwan's IC design companies face multiple challenges including product life cycles entering maturity, the rise of Chinese competitors, and price wars. In this context, effectively developing new businesses within the company to create a second growth curve has become a critical issue.
Through analytical tools such as industry life cycle theory, Ansoff Matrix, and resource-based theory, this research systematically explores key issues in evaluating internal and external resource advantages, formulating product development directions, and organizational operations for new businesses. Through literature analysis, in-depth interviews, and secondary data collection, this study comprehensively analyzes Company A's development journey in analog IC design over more than two decades and the growth strategies of its new business units.
The findings reveal that under its overall strategic objective of "prioritizing gross margin improvement and providing customized special specification solutions," Company A adopted a differentiation strategy for its new business, avoiding low-margin price competition. The company fully utilized its core competencies in mixed-signal design, customer relationship management, and rapid market response to position its new business direction in the sensing IC field, particularly optical coupling IC products for industrial control applications, achieving technological synergies with existing operations. Simultaneously, Company A adjusted its organizational structure from a functional organization to a matrix structure, granting greater decision-making autonomy to the new business unit, enabling it to effectively integrate resources from R&D, application engineering, and business development departments, overcoming the resource allocation challenges faced by new businesses under traditional organizational structures.
The results of this study can serve as a reference for IC design companies facing similar transformation challenges, providing a systematic approach from strategy formulation to organizational adjustment, helping them create new paths for continuous growth in a highly competitive market environment. The research further suggests that companies should adjust organizational forms according to the development stage of new businesses and consider introducing employee stock ownership or venture capital to enhance the momentum and long-term development potential of new businesses. |
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| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
111932031 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0111932031 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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