The life cycle of the semiconductor equipment industry has evolved from a fast growth high profit ramp-up phase to one of much slower growth and intense competitiveness that has squeezed profit margins. In this environment, one of the key success factors for semiconductor equipment suppliers is product management. A correct product planning and implementation strategy will generate a healthy market performance and profitable business operations. Semiconductor equipment manufacturers and agents need to consider their product competencies to develop a planning strategy for new product introduction, which includes product positioning, target market selection as well as new product introduction guidance and evaluation procedures. This thesis focuses on industrial data analysis and a case study based on face-to-face interviews with several people at various positions within semiconductor equipment suppliers. The major approach of this study is a description of competitive strategy through a qualitative analysis of the industry, and an analysis the key factors¡Xincluding product management, product lifetime cycle and knowledge management¡Xthat influence the technology service ability of an equipment company. The conclusions of this study are presented as follows: 1. Semiconductor agency has to introduce new product to different market segments for its product life time extension or future business development as well as product competence enhancement. 2. New technology development trends become a threat to existing technology and products, which will replace current products in the market within a short period. 3. Product management needs a procedure to evaluate the new product and the service income potential in order to assess the product¡¦s profit and loss prospects. Then the management can adjust the business priorities to maximize total company revenue through periodic review. Future studies should consider the effect of changes in the industrial structure and/or the market environment and analyze the impact on market development risks and strategies. Keywords: Semiconductor Equipment Agency, Product Management, Targeting Market, Resource Based, Knowledge Management

The life cycle of the semiconductor equipment industry has evolved from a fast growth high profit ramp-up phase to one of much slower growth and intense competitiveness that has squeezed profit margins. In this environment, one of the key success factors for semiconductor equipment suppliers is product management. A correct product planning and implementation strategy will generate a healthy market performance and profitable business operations. Semiconductor equipment manufacturers and agents need to consider their product competencies to develop a planning strategy for new product introduction, which includes product positioning, target market selection as well as new product introduction guidance and evaluation procedures. This thesis focuses on industrial data analysis and a case study based on face-to-face interviews with several people at various positions within semiconductor equipment suppliers. The major approach of this study is a description of competitive strategy through a qualitative analysis of the industry, and an analysis the key factors¡Xincluding product management, product lifetime cycle and knowledge management¡Xthat influence the technology service ability of an equipment company. The conclusions of this study are presented as follows: Semiconductor agency has to introduce new product to different market segments for its product life time extension or future business development as well as product competence enhancement. New technology development trends become a threat to existing technology and products, which will replace current products in the market within a short period. Product management needs a procedure to evaluate the new product and the service income potential in order to assess the product¡¦s profit and loss prospects. Then the management can adjust the business priorities to maximize total company revenue through periodic review. Future studies should consider the effect of changes in the industrial structure and/or the market environment and analyze the impact on market development risks and strategies.