本文選題：代理公司　切入點(diǎn)：戰(zhàn)略轉(zhuǎn)型　出處：《北京交通大學(xué)》2013年碩士論文

【摘要】：半導(dǎo)體行業(yè)是一個(gè)特殊的行業(yè),技術(shù)集中、資金密集、工藝復(fù)雜。1987年臺(tái)積電這個(gè)純晶圓代工廠的成立,宣告著半導(dǎo)體制造業(yè)開(kāi)始從西方向東方遷移。[1]進(jìn)入21世紀(jì),中芯國(guó)際帶動(dòng)中國(guó)大陸代工業(yè)成長(zhǎng)起來(lái)。從2003年到現(xiàn)在,國(guó)內(nèi)的半導(dǎo)體制造規(guī)模逐步擴(kuò)大,目前形成了大連、北京、天津、上海、無(wú)錫、成都和武漢等多地的網(wǎng)狀制造群,對(duì)制造過(guò)程中需要用的耗材使用量也越來(lái)越大,但國(guó)內(nèi)從事這類(lèi)產(chǎn)品研發(fā)、生產(chǎn)的企業(yè)不多,并且研發(fā)生產(chǎn)技術(shù)落后,質(zhì)量無(wú)法和美國(guó),韓國(guó),日本等先進(jìn)產(chǎn)品抗衡。與此同時(shí),制造廠家的客戶(hù)又來(lái)自全球,對(duì)質(zhì)量有全球統(tǒng)一的標(biāo)準(zhǔn),就導(dǎo)致了國(guó)內(nèi)代工廠家在中國(guó)本土生產(chǎn),但原材料,耗材等絕大部分依靠進(jìn)口,在原材料方面沒(méi)有競(jìng)爭(zhēng)力,更無(wú)法形成一個(gè)完整的半導(dǎo)體產(chǎn)業(yè)鏈。 梵爾辰公司,是一家半導(dǎo)體行業(yè)的原材料及耗材的中國(guó)代理公司。主要代理的產(chǎn)品是韓國(guó)SAESOL公司和日本TOYO公司產(chǎn)品。一方面,隨著客戶(hù)低成本戰(zhàn)略的發(fā)展,公司利潤(rùn)率一降再降,從原來(lái)的20～30%下降到15%以下,這是戰(zhàn)略轉(zhuǎn)型的內(nèi)因。另一方面,代理公司也面臨被取消代理權(quán)的危險(xiǎn),這是公司尋求戰(zhàn)略轉(zhuǎn)型的外在原因。 本文通過(guò)波士頓矩陣和GE模型對(duì)已有業(yè)務(wù)和新增業(yè)務(wù)進(jìn)行分析,目前的兩個(gè)產(chǎn)品屬金牛類(lèi)產(chǎn)品和問(wèn)號(hào)類(lèi)產(chǎn)品,通過(guò)維持舊業(yè)務(wù)來(lái)支援新業(yè)務(wù)的發(fā)展。通過(guò)GE模型的分析確定公司由于在營(yíng)銷(xiāo)、管理和人才等方面都有自身進(jìn)入優(yōu)勢(shì),并且新業(yè)務(wù)市場(chǎng)前景廣闊。研究了多元化戰(zhàn)略的可行性和必要性并作出選擇,從業(yè)務(wù)、資源和組織等方面保證戰(zhàn)略轉(zhuǎn)型的成功。本文得出了一些結(jié)論：銷(xiāo)售公司戰(zhàn)略轉(zhuǎn)型為多元化業(yè)務(wù)的公司需要依靠已有的市場(chǎng),人才方面的優(yōu)勢(shì)保證新業(yè)務(wù)的生產(chǎn)和銷(xiāo)售,并需平衡多種業(yè)務(wù)在資源,管理方面的投入。 創(chuàng)新點(diǎn)是提出了在做產(chǎn)品代理的同時(shí),生產(chǎn)自己品牌產(chǎn)品的組合業(yè)務(wù)模式,研究了實(shí)踐操作中需要注意的問(wèn)題并提出及解決方案。為半導(dǎo)體行業(yè)同類(lèi)企業(yè)的戰(zhàn)略轉(zhuǎn)型和戰(zhàn)略升級(jí)提供了借鑒意義。
[Abstract]:The semiconductor industry is a special industry with concentrated technology, capital intensive and complicated workmanship. The establishment of TSMC, a pure wafer factory in 1987, announced that the semiconductor manufacturing industry began to migrate from the west to the east. [1] entering the 21st century,SMIC International led the Chinese mainland to grow up on behalf of industry.From 2003 to now, the scale of semiconductor manufacturing in China has gradually expanded. At present, there are many network manufacturing clusters in Dalian, Beijing, Tianjin, Shanghai, Wuxi, Chengdu and Wuhan, etc.The amount of consumables used in the manufacturing process is increasing, but there are not many enterprises engaged in R & D of this kind of products in China, and the R & D and production technology is backward and the quality can not compete with the advanced products such as the United States, South Korea, Japan and so on.At the same time, the customers of manufacturers come from all over the world, and there is a global standard for quality, which has led domestic contract manufacturers to produce in China, but most of the raw materials and consumables are imported, so they are not competitive in raw materials.More unable to form a complete semiconductor industry chain.Fanerchen Co., Ltd. is a semiconductor industry raw materials and supplies agent in China.The main agent products are Korea SAESOL Company and Japan TOYO Company products.On the one hand, with the development of customers' low cost strategy, the profit rate of the company decreases from 20% to 15%, which is the internal cause of the strategic transformation.On the other hand, the agency also faces the risk of being cancelled, which is the external reason for the company to seek strategic transformation.This paper analyzes the existing business and new business through Boston matrix and GE model. The current two products are Taurus products and question mark products to support the development of new business by maintaining the old business.Through the analysis of GE model, it is confirmed that the company has its own advantages in marketing, management and talent, and the market prospect of new business is broad.This paper studies the feasibility and necessity of the diversification strategy and makes a choice to ensure the success of the strategic transformation from the aspects of business, resources and organization.This paper draws some conclusions: the company whose strategy is transformed into diversified business needs to rely on the existing market, the advantage of talent to ensure the production and sale of new business, and to balance the investment in resources and management of many kinds of business.The innovation point is to put forward the combined business model of producing own brand products while acting as product agent, to study the problems needing attention in practical operation and to put forward and solve the problems.For the semiconductor industry similar enterprises strategic transformation and strategic upgrading to provide reference significance.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272;F426.6

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