論半導體設備製造商ASM公司的市場競爭策略

Abstract

半導體設備製造商ASM在1980年度創立之時，創業者基於風險分散的策略，即在創立初期跨足晶圓製造與封裝設備(晶圓設備俗稱前段工序， 晶圓封裝俗稱後段工序)，意欲建立一可以提供完整晶圓製造與封裝設備的偉大公司。然而，半導體工藝的多樣性，技術創新的變異性以及公司管理策略的不足，使得在本地化管理策略的不同管理模式發展下的前後段設備製造工廠的創新效益與市場份額有極大的差異， 也導致此不同產品配置策略的公司價值變化趨勢往貶抑的方向發展。 本文旨在探討ASM 公司在半導體景氣循環趨緩和市場競爭環伺之下對手，應採取何種策略以對應內外部壓力，並提升或能實際反應公司的市場價值，同時能兼顧公司的永續發展。而表現方式以個案討論呈現，希望為EMBA高階主管管理學程的論文帶來一種新的表達方式。

When ASM (Advanced Semiconductor Materials), a semiconductor equipments manufacturer, founded in the early 1980, the company was motivated by the founder to involve both Front End (so-called Wafer Processing) and Back End (so-called Packaging process) equipments manufacturing to diverse it’s business risk, and intend to become a great company to provide a complete IC manufacturing solution in the industry. However, the comprehensive semiconductor processes evolved, the differentiation of innovative technology and lack of the ability to manage a multinational company in global base, resulting of the performance of both Front End and Back End companies in the group varied in a very wide gap, in terms of management, innovation efficiencies and market share, hence, the strategy of ASM utilized has pushed the cooperate value toward the negative trend. This case study intend to evaluate what kind of possible strategies ASM can take to increase or to reflect it’s real value in the market, and enable it’s sustainability in the long run.