國內半導體設備廠商在台灣的競爭優勢分析－以G公司為例

Abstract

為擴大我國高科技設備產業發展，政府將延續LCD設備產業成功之經驗，推動半導體/太陽能電池設備產業。發展目標為2012年半導體前段設備自製率由目前5%提升到20%，後段設備自製率由目前25%提升到60%，耗材零組件自製率由目前20%提升到80%。太陽能電池設備自製率由目前5%提升到80%。 所有的資料似乎顯示出市場規模的龐大及可預期性。但卻未對個別設備或製程技術的競爭來做分析。以現今台灣半導體設備自製率不到5%而言，個人認為，與其談論市場的規模倒不如來談論及研究分析個別廠商的競爭生存之道。 本研究以個案公司G科技股份有限公司為例，分析台灣半導體設備自行研發且有品牌之廠商如何於外商居多的半導體設備市場競爭中，應用Michael Porter之理論，尋求及建立相對優勢，以達成提高市佔率及獲利率之目標。 由研究結論得知，五力中以”新進入者的威脅”一項評價為重要性。而新進入者的威脅構面中以品牌知名度及產品需有獨特差異性較強。呼應了Michael Porter所言的企業最常出現獲利能力差異的情況，其實就在於擁有某種特色的策略性定位，或Porter所稱” 成為最有特色者的競爭”(Competition to be unique) 。 為提高廠商之相對之競爭優勢，建議個案公司必須加強發展客戶與的RD關係，儘速建立品牌，並同時注意資金管理，以期在市場中爭得一席之地。

In order to further develop equipment industry for the high-tech application, the government intends to extend its successful experience in LCD equipment industry into semiconductor and solar cell equipment industry. The development targets in 2012 are; to raise the local equipment supplier’s market share from 5% to 20% in semiconductor front-end application; to raise the local equipment supplier’s market share from 25% to 60% in semiconductor back-end application; to raise the local consumer parts supplier’s market share from 20% to 80%; to raise the local equipment supplier’s market share from 5% to 80% in solar cell application. Despite all the data reveals the huge size of the market demand and the positive trend of the future, there is only little analysis to focus on the individual equipment need or required process application. As the Taiwan semiconductor equipment suppliers only have less than 5% of the market share now, we believe it is more important to discuss and analyze the way to survive for each local supplier, than to talk about the market trend. Our case is taking G company as an example, by using Michael Porter’s theory to find out the importance of core competences for our case company. Further more, by using the theory and our study, we would also like to make suggestions to help the case company to reach the goals of increasing the market share and profit ratio. Our study shows the most significant force is “threaten from the new competitor”. And the most significant two indexes are the band name and the product unique feature. The results echo Michael Porter’s statement. The profit making ability is based on a unique position strategy, which is so called the competition to be unique. In order to build the unique core competence, this study suggests the case company should re-enforce the relationship with its customer’s RD group. And at the mean while the case company should build its brand name to the public and carefully manage its finance.