梵尔辰公司战略转型研究

发布时间：2018-04-08 19:02

本文选题：代理公司　切入点：战略转型　出处：《北京交通大学》2013年硕士论文

【摘要】：半导体行业是一个特殊的行业,技术集中、资金密集、工艺复杂。1987年台积电这个纯晶圆代工厂的成立,宣告着半导体制造业开始从西方向东方迁移。[1]进入21世纪,中芯国际带动中国大陆代工业成长起来。从2003年到现在,国内的半导体制造规模逐步扩大,目前形成了大连、北京、天津、上海、无锡、成都和武汉等多地的网状制造群,对制造过程中需要用的耗材使用量也越来越大,但国内从事这类产品研发、生产的企业不多,并且研发生产技术落后,质量无法和美国,韩国,日本等先进产品抗衡。与此同时,制造厂家的客户又来自全球,对质量有全球统一的标准,就导致了国内代工厂家在中国本土生产,但原材料,耗材等绝大部分依靠进口,在原材料方面没有竞争力,更无法形成一个完整的半导体产业链。梵尔辰公司,是一家半导体行业的原材料及耗材的中国代理公司。主要代理的产品是韩国SAESOL公司和日本TOYO公司产品。一方面,随着客户低成本战略的发展,公司利润率一降再降,从原来的20～30%下降到15%以下,这是战略转型的内因。另一方面,代理公司也面临被取消代理权的危险,这是公司寻求战略转型的外在原因。本文通过波士顿矩阵和GE模型对已有业务和新增业务进行分析,目前的两个产品属金牛类产品和问号类产品,通过维持旧业务来支援新业务的发展。通过GE模型的分析确定公司由于在营销、管理和人才等方面都有自身进入优势,并且新业务市场前景广阔。研究了多元化战略的可行性和必要性并作出选择,从业务、资源和组织等方面保证战略转型的成功。本文得出了一些结论：销售公司战略转型为多元化业务的公司需要依靠已有的市场,人才方面的优势保证新业务的生产和销售,并需平衡多种业务在资源,管理方面的投入。创新点是提出了在做产品代理的同时,生产自己品牌产品的组合业务模式,研究了实践操作中需要注意的问题并提出及解决方案。为半导体行业同类企业的战略转型和战略升级提供了借鉴意义。
[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.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272;F426.6

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