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A Study on the Analysis of Competitive Strategy of Flip Chip Packaging Industry in Taiwan¡X Case Study on S Company Abstract The success of semiconductor industry in Taiwan significantly lies on the complete demarcation of the industry chain by companies involved in each area of IC design, foundry, packaging and testing. Nonetheless, packaging and testing are generally categorized to one industry as the major company usually runs packaging business in line with testing by emphasizing their turn-key solution. However, this concept will not be applied in the future even followed by the quantum breakthrough on the structure of the industry chain. This is a qualitative descriptive study mainly on analysis of competitive advantage and strategy of Flip Chip Packaging Industry in Taiwan. The theme studied is hardly assessed by quantified data. However through the researcher¡¦s macro review of the industry environment as well as micro review of specific individual case with primary and secondary data all-around collected, the present situation, character and trend of the industry are understood by analyzing external environment and internal corporate, searching source of competitive advantage in line with a case study of competitive strategy. The conclusion on future competitive strategy of Flip Chip Packaging Industry in Taiwan based on the case study is followed: 1. Under the trend of global demarcation with analysis, the future operation mode of Taiwan Flip Chip Packaging Industry should be transformed from low skill level to high technique intensive level through virtual integration of packaging and testing from the back end and IC design of the front end, which results in promoting the integration value of industry chain as well as providing the most efficient producing system to the globe. 2. Reviewing the current trend, development and competitors¡¦ competitive strategy of Taiwan Flip Chip Packaging Industry, analysis shows that under the evolution of technique and product, Taiwan Flip Chip Packaging Industry should take advantage of the special needs from IC design industry and IDM factories to devote to technique integration, application and development in the future. In addition the ability to innovate and establish standard will be uplifted with raising competitive from a complete industry chain and advanced foundry advantage. 3. Researching the core competitive from the case study and presenting the future competitive strategy of Taiwan Flip Chip Packaging Industry shows that differentiation directs the competition in line with stepping into production service and production research and development to replace cost advantage. Key Word: Competitive Advantage, Competitive Strategy, Core Source , Flip Chip Package

Since TSMC (Taiwan Semiconductor Manufacture Company) foundation in 1987, the "fabless"business model has been also introduced to semiconductor industry. TSMC was the first foundry service company globally and has successfully created a global competitive advantage with prosperity in Taiwan semiconductor industry. Taiwan has been developing into a unique business model that also brings many other competitors worldwide to compete in the same field. Currently, Mainland China showers her interested in semiconductor industry, especially in IC foundry. China can be one of the most important manufacturing centers globally in recent years. The primary purpose of this research is to understand the present stage of foundry play companies as well as the future trends of semiconductor industry across Taiwan Strait .Moreover, this research will focus on the competitive advantages that Taiwan should have to strengthen the dominant position in the mainland China. Recommendations and suggestions will be stated in the conclusion for the future reference of Taiwan foundry industries and official authorities. The research model composes five factors each as Input Conditions,Demand Conditions, Firm Strategy and Rivalry, Related and Supporting Industries, and Government, which are referred to the Diamond Analysis created by Michael Porter. Secondly, collect and analyze the information about manufacturing capacity, market opportunities, and supply & demand relations of major companies between China and Taiwan. After that, this research goes through five kinds of analysis models¡BDiamond Analysis to find out the strength, weakness, opportunity, and threat to Taiwan¡¦s foundry industry. This research reveals that Taiwan¡¦s foundry industry should focus on major competition strategies - technology improvement, service enhancement ¡Bindustry cluster advantage and excellent supply chain management . China is expected to be the next crucial nation by having advantages of big market, low cost on labor and materials, high goverment efficiency, package incentive for foreign investment and etc. Taiwanese foundry play companies must strategically utilize the advantagies from the two sides to implement the division of operating to optimize the allocation in capital,technology, human resource and risk diversification. Meanwhile, the official authorities should provide more supports to the industry under the laws legislation, industrial regulation & planning. In addition, the authorities should use advance view to making policy to assist Taiwan¡¦s foundry industry remaining the leadership in the global competition.

As more and more crimes about credit card appears, and every country¡¦s government pursues the improvement of efficiency, the smart card system has greater and greater market potential. The international credit card organizations forecasts 5 million million dollar-market of smart card relative systems. The IC Card System has been introduced to Taiwan since 20 years ago, but the government has never tried hard to make it popular. Facing the great potential market now, how do Taiwan¡¦s firms of IC Card Industry enter international markets and get competitive advantage? This is just the topic of this thesis. In recent years, the economy of main countries in world is in recession, and the United States is threatened seriously the terrorism. All the small countries whose economy depends on these dominant ones, such as the Asian four-dragons, are affected. Fortunately, Mainland China who has cheap human resource and enormously large market, takes an innovating open-door policy in recent years, bringing a new hope to the world¡¦s economy. With the trend of globalization and internationalization, and the change of the condition between the Taiwan Strait, what kind of competitive strategies should the firms of Taiwan¡¦s IC Card Industry take to get competitive advantage in national market for survival in future, is just our issue. First of all, we analyze the world¡¦s economy, the IT industry in Taiwan, and the IC Card Industry in Taiwan; then we use Porter¡¦s Diamond Model to find out Taiwan¡¦s national competitive advantage as below: 1. Taiwan has high quality human resource capable of design and complex process work. 2. Taiwan¡¦s enterprises have the advantage of flexibility and mobility. 3. Taiwan has the advantage of expanding business toward Mainland China. Secondly, we develop several strategies for Taiwan¡¦s IC Card Industry by Ansoff¡¦s and Porter¡¦s theories as follow: 1.Moving manufacturing center to the Mainland China; 2.Targeting the Mainland China as Main Market; 3.Taking good use of the advantage of second generation IC Card System. Finally, we do case study of Vstar Electronics Inc., the No.1 firm of Taiwan¡¦s IC Card Industry, to know the practical strategy and compare with theoretical ones. As one member of Taiwan¡¦s IC Card Industry, we hope to do something for the industry, by this study and some suggestion for the government.

While there have been studies on capital structure and corporate strategy, limited research has considered the unique characteristics that influence the capital structures and corporate strategies of Saudi Arabian manufacturing firms. This thesis, therefore, intends to enrich the literature that relates capital structure to corporate strategy in the Saudi context. Informed by the literature, this research has developed a theoretical framework to study the influence of corporate strategy on capital structure. The framework could be extended to other industries with similar characteristics in Saudi Arabia in addition to other countries in the Gulf Cooperation Council. A mixed methodology was adopted in this research that consists of quantitative analysis, supported by qualitative results where relevant. The findings of this thesis highlight three main points. First, the results on the determinants of capital structure demonstrate the significance of the cost of servicing debt, zakat, industry structures and the nature of assets in influencing leverage. The results indicate a negative relationship between leverage and profitability and a positive relationship between leverage and risk. Second, when considering the influence of stakeholders on capital structure, the evidence indicates that debt is strategically used as a disciplining device for managers. The findings also underline the importance of equity-holders and debt-holders, demonstrating that corporate attitudes towards debt could depend on ownership structures. Institutional and family ownership positively influence leverage. Government ownership is found to be insignificant. The results demonstrate that strong banking relationships and the availability of government loans lead to higher leverage. Limited evidence was found to support a relevant role for non-financial stakeholders. The thesis illustrates to managers the possible strategic considerations of capital structure decisions that go beyond the need for finance. Further, the evidence illustrates that Saudi bankruptcy laws require clarification and that disclosure rules ought to be more stringent.

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In Korea, the output value of the supplementary schools that provide instruction services by internet is over 30% of total value. And there are more than one hundred supplementary schools using e‐learning as their major instructing tool or assistance. In Japan, the rate of supplementary schools using e‐learning to teach students is over 80%. In Taiwan, The case company ‐ ¡§A¡¨ Cultural & Educational Group, is the biggest one of all supplementary schools that using e‐learning to instruct students or help them studying. Among 2000 to 2009, the competition among supplementary schools in Taiwan is intense, but the case company still keeps growing and double her scale. By the method of case studying and business result analysis. The thesis tries to figure out what her strategy is and why she uses e‐learning to increase her competitive abilities. And then, give some advises to ones whom want to imitate her.

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Abstract This study is probing into the lasting competitive strategy of innovative IC design company. The greatest difference between innovative IC design company and imitating type IC design company is : The innovative IC design company creates profits with the means of innovating, compete in the new market with new thinking and with new products, take a broad view of the future. But the imitating type IC design company keep the profits of the currently product market by means of imitating, attempt to improve efficiency or price competition. The leading rival's advantage must be sustainable, and that the competitor can not make the same advantage by imitating in the near future. Therefore, how to set up lasting competition advantage by way of innovating (Sustainable Competitive Advantage, SCA), is the theme of this study. The company face the IC design industry which change with each passing day while beginning to pursue the lasting competition advantage. Whom want to take the lead , they have to know : How to make products positioning? When is the opportune moment to learn which kind of enterprise's ability? When is the opportune moment to get ready of enterprise resources? How to produce the biggest enterprise value by the least recource? IC design company, even have super strong research and development groups , the specification of the products is in the leading industry , but only depend on cutting down the cost and pursue profits or organization reform, it is unable to set up great enterprises; A century remarkable enterprises can often defend tenaciously of key value and can be long lasting . Facing changing fast IC design industry, which industry should be focus on? Consumer IC , LCD driver IC , network application IC or niche memory? Which way should involve? Is package , testing or end customers of systematic products? A Hedgehog insist on the doing simple things well, often surpassed a multi-purpose clever fox; Even in the times of science and technology with rapid change, follow the steps of scramble , walk and then run is still an effective way of a enterprise management strategy. This study refer to Michael E. Porter ¡¥s book (Competitive Strategy) , competitive strategy and key theme industry's analysis , rival's analysis and strategy positioning. To provide the analysis of the growth and decline of five major factor in general environment and industry's environment , competitor's analysis, competitive strategy positioning, and then make the best of the advantage and choose the excellent position. In studying through wheel of competitive strategy , IC company¡¦s main aspect clear showing, and analyse through the latest industry's information , show out the subject matter and choose in each main aspect of each competitive strategy, and then match out the best innovative competitive strategy in each aspect.

With comes the Beijing 2008 Olympics Games, kinds of communication IC, Wireless Internet IC and etc. are needed. According to the announcement of China government, whole semi-conducting processes should be gone though in China, that may attract huge marking effect and give huge rise in assembly investment. Moreover, the advantages of investment in Chinese semiconductors are extensive marking, lower labor cost, and nearly complete production chain; on the contrary, the disadvantages are the lack of professors and technology, and the weakness in manufacture patents. This study plans to find out what strategies the new entrants should take to win the competitive marketing. Therefore, the main purposes of this study include the market composition, key success strategies and competitive strategies versus the needs of market in the future. With studying the relative data, references, SWOT and five-force analysis of Chinese semiconductor markets and interviews, the study constructs the successful strategies in Chinese semiconductor markets. The sums the main competitive strategies of this study are ¡§Strategic Alliances¡¨, ¡§Differentiation¡¨, ¡§Intellectual Property Possessing¡¨, ¡§Professors Training¡¨, ¡§Customer Requirements Service¡¨ and ¡§Policy Coordination¡¨; additionally, the strategies above using should accompany other factors and adjust by times. Hope this study to be a suggestion for future entrant¡¦s reference.