二極體為半導體中存在最久、技術發展最成熟，而競爭也為最激烈的產
業。綜觀全球2010 年市佔率排名，並無任何一家廠商其市占率超過10%，由此可見二極體產業並非國際大廠的主要營收來源，就算國際一級大廠無意多投放資源經營此一產品，但台灣的廠商亦無法在此成熟產業中獲取更大的利益。
個案公司成立於1959 年，以區域貿易為導向的美國地區二極體貿易商，在
面臨公司被拍賣、由台灣廠商買下重整，重新審視並建立其核心競爭能力，再依此核心能力，不斷藉由生產品質的提升、生產成本的降低，以及創新產品來獲取更大的市場，然後再藉由併購來進行生產的垂直整合與擴充產品線，現今已成為全世界排名第十一的二極體供應商。
本論文藉由個案公司的發展歷程，並透過Michael Porter 的競爭優勢理論，成本領導、差異化領導以及專注策略，來整理並分析個案公司的競爭優勢與競爭策略，進而提供台灣二極體廠商的相關未來發展參考。 / Diode is the most mature industry in semiconductor, and its competitive environment is much more challenging than other semiconductor industries.From the marketing data of 2009, we can find that there no player can gain more than 10% market shares, which means Diode is not the major products for the first‐tier companies to develop in the future. However, all the Taiwan players seems can't get any more benefit or more market share from such environment even the first‐tier companies try to maintain such competition environment.
This thesis studies a company that was founded in the US in 1959,and was subsequently acquired by a Taiwanese company for restructuring after it went bankrupt. After several years’ efforts, this company has built up its core competence in quality, improved its cost structure, and expanded its market shares. Furthermore, it took actions
for vertical integration and expanded its products portfolios through globally acquired activities. Finally the case company has become the first‐tier players in Diode industry. Taking the overall cost leadership, differentiation, focus theory of M. Porter, to analyze D company, this thesis comes up with the development
suggestions for Taiwanese companies who would like to build their own development strategy.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0097932012 |
| Creators | 王金雄, Wang, Chin Hsiung |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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